Rekognisi Pembelajaran Lampau Weighted Scoring

Total Page:16

File Type:pdf, Size:1020Kb

Rekognisi Pembelajaran Lampau Weighted Scoring REKOGNISI BIOGRAFI PENULIS Fuad Abdillah lahir di PEMBELAJARAN Kabupaten Grobogan Propinsi Jawa Tengah REKOGNISI PEMBELAJARAN LAMP LAMPAU DENGAN tanggal 04 Desember 1973. Jenjang pendidikan WEIGHTED dasar ia tempuh di Madrasah Ibtidaiyah SCORING (tahun 1980-1986) dan di Madrasah Tsanawiyah di kabupaten Demak REKOGNISI (tahun 1987-1989). Adapun jenjang Pendidikan menengahnya di SMA (tahun 1989-1992). Kemudian, ia melanjutkan kuliah di Universitas Muhammadiyah Surakarta PEMBELAJARAN (tahun 1993-1998) mengambil program studi teknik mesin. Setelah wisuda, pada bulan oktober tahun 1998 ia bekerja disalahsatu perusahaan perkebunan nasional di LAMPAU Kalimantan Barat sebagai pengawas alat-alat berat. Tidak membutuhkan waktu yang lama DENGAN bekerja pada sektor industri perkebunan karena ia lebih tertarik untuk menjadi seorang pengajar pada Program Studi Teknik Mesin AU DENGAN WEIGHTED SCORING WEIGHTED Universitas Muhammadiyah Pontianak pada tahun (1999-2003). Selanjutnya pada tahun 2003 ia pindah SCORING mengajar pada Program Studi Teknik Mesin Universitas Muhammadiyah Semarang (2003- 2011) yang selanjutnya ia meneruskan studi pada jenjang S2 pada Magister Teknik Mesin fakultas Teknik Universitas Diponegoro Semarang dengan spesifikasi metalurgi otomotif (2008-2010). Oleh karena ketertarikan pada pendidikan kejuruan maka ia memutuskan untuk pindah mengajar pada program studi pendidikan Teknik Mesin Otomotif Universitas Ivet (dahulu IKIP Veteran Semarang) sampai sekarang dan untuk lebih dapat berperan dalam pengembangan pendidikan vokasional ia melanjutkan studi pada program Pascasarjana (S3) Program Studi Pendidikan Teknologi dan Kejuruan ISBN 978-602-7534-55-1 Universitas Negeri Yogyakarta dengan mengambil konsentrasi Ketenagakerjaan Dr Vokasional (2015-2019), Desertasi yang ia . Fuad tulis adalah Development Model Recognition of Prior Learning (RPL) for Education Teacher Vocational. Selain ia aktif sebagai pengajar ia Abdillah, MT 9 786027 534551 juga aktif pada organisasi profesi yaitu Persatuan Insinyur Indonesia (PII), maupun Asosiasi Dosen dan Guru Vokasi Indonesia (ADGVI) . Dr. Fuad Abdillah, MT. REKOGNISI PEMBELAJARAN LAMPAU DENGAN WEIGHTED SCORING Dr. Fuad Abdillah, MT. REKOGNISI PEMBELAJARAN LAMPAU DENGAN WEIGHTED SCORING © All Rights Reserved Hak cipta dilindungi undang-undang Penulis: Dr. Fuad Abdillah, MT. Penyunting: Dhega Febiharsa, S.ST., M.Pd. Desain & Tata Letak: Tim Penerbit Cerdas Ulet Kreatif ISBN : 978-602-7534-55-1 Cetakan Pertama : 2020 Penerbit : Cerdas Ulet Kreatif Jl. Manggis 72 RT 03 RW 04 Jember Lor - Patrang Jember - Jawa Timur 68118 Telp. 0331-4431347, 412387 Faks. 4431347 e-mail : [email protected] Distributor Tunggal: Cerdas Ulet Kreatif Jl. Manggis 72 RT 03 RW 04 Jember Lor - Patrang Jember - Jawa Timur 68118 Telp. 0331-4431347, 412387 Faks. 4431347 e-mail : [email protected] Undang-Undang RI Nomor 19 Tahun 2002 Tentang Hak Cipta Ketentuan Pidana Pasal 72 (ayat 2) Barang Siapa dengan sengaja menyiarkan, memamerkan, mengedarkan, atau menjual kepada umum suatu ciptaan atau barang hasil pelanggaran Hak Cipta atau hak terkait sebagaimana dimaksud pada ayat (1), dipidana dengan pidana penjara paling lama 5 (lima) tahun dan/atau denda paling banyak Rp. 500.000.000,00 (lima ratus juta rupiah). ii PRAKATA Pembangunan pendidikan nasional dilandasi oleh paradigma membangun manusia Indonesia seutuhnya, yaitu manusia yang memiliki kapasitas untuk mengaktualisasikan potensi dan dimensi kemanusiaan secara optimal. Upaya membangun manusia Indonesia seutuhnya melalui pendidikan menempatkan guru sebagai pendidik professional yang memiliki tugas utama yaitu mendidik, mengajar, membimbing, mengarahkan, melatih, menilai, dan mengevaluasi peserta didik pada pendidikan anak usia dini jalur pendidikan formal, pendidikan dasar, dan pendidikan menengah. Dalam upaya membantu permasalahan guru kejuruan (SMK) dari dimensi kualifikasi pada bidang pendidikan dengan prinsip keterjangkauan dan kesetaraan dalam memperoleh kualifikasi pendidikan bagi para guru SMK yang belum berkualifikasi S1, perlu kiranya mengembangkan model pendidikan guru Kejuruan melalui mekanisme program penyetaraan capaian pembelajaran guru SMK yang dicapai sebelumnya baik melalui pendidikan formal, non-formal, informal atau pelatihan-pelatihan terkait dengan pekerjaannya maupun yang dilakukan secara otodidak dalam pengalaman hidupnya yang disebut Recognition of Prior Learning atau Rekognisi Pembelajaran Lampau (RPL). Penyusunan buku ini bertujuan untuk memberikan referensi atau gambaran tentang regulasi, implementasi dan system Rekognisi Pembelajaran iii Lampau yang bisa diterapkan di perguruan tinggi pada program studi kependidikan kejuruan. Dalam buku ini disertai dengan contoh-contoh implementasi, kurikulum, dan desain pembelajaran. Semoga buku ini dapat bermanfaat. Penulis, Dr. Fuad Abdillah, MT. iv DAFTAR ISI PRAKATA ..................................................................................................................... iii DAFTAR ISI ...................................................................................................................v REKOGNISI PEMBELAJARAN LAMPAU .................................................................... 7 A. MENGAPA REKOGNISI PEMBELAJARAN LAMPAU? .......................................... 7 B. PENGERTIAN REKOGNISI PEMBELAJARAN LAMPAU (RPL) ............................... 9 C. MODEL PENDIDIKAN GURU KEJURUAN MELALUI RPL ................................... 10 D. DASAR PELAKSANAAN ................................................................................... 11 E. URGENSI PELAKSANAAN ................................................................................ 11 F. TUJUAN .......................................................................................................... 12 G. PRINSIP PENYELENGGARAAN ........................................................................ 12 H. PERSYARATAN MENJADI MAHASISWA .......................................................... 14 I. SISTEM DAN TEMPAT PERKULIAHAN .......................................................... 14 J. KONVERSI MATA KULIAH DAN PENGURANGAN SKS ...................................... 15 K. PERENCANAAN PROSES DAN DESAIN PEMBELAJARAN ................................ 15 L. SUSUNAN ORGANISASI ................................................................................. 16 M. STRUKTUR ORGANISASI ................................................................................. 17 METODE WEIGHTED SCORING .............................................................................. 18 A. DEFINISI WEIGHTED SCORING ....................................................................... 18 B. BAGAIMANA WEIGHTED SCORING DIGUNAKAN? ......................................... 19 C. BAGAIMANA MENGGUNAKAN SKOR TERTIMBANG? .................................... 20 PENGAKUAN JUMLAH SKS DAN MATAKULIAH ..................................................... 21 A. KUALIFIKASI AKADEMIK ................................................................................. 22 v B. PENDIDIKAN DAN PELATIHAN ....................................................................... 23 C. PENGALAMAN MENGAJAR ............................................................................ 26 D. PERENCANAAN DAN PEMBELAJARAN ........................................................... 27 E. PRESTASI AKADEMIK ...................................................................................... 28 1. Lomba dan karya akademik ........................................................................ 28 2. Karya Monumental ..................................................................................... 28 3. Sertifikat Keahlian/ Keterampilan dan/ atau capaian skor TOEFL ............... 29 4. Pembimbingan kepada teman sejawat ....................................................... 31 F. KARYA PENGEMBANGAN PROFESI................................................................. 32 1. Karya Tulis .................................................................................................. 32 2. Penelitian .................................................................................................... 33 3. Media dan Alat pembelajaran .................................................................... 33 4. Karya Teknologi dan pameran teknologi .................................................... 34 G. KEIKUTSERTAAN DALAM FORUM ILMIAH/ORGANISASI PROFESI .................. 35 H. PENGHARGAAN YANG RELEVAN DENGAN BIDANG PENDIDIKAN .................. 36 1. Penghargaan ............................................................................................... 36 2. Pengalaman mendapatkan tugas tambahan .............................................. 36 CONTOH PROSEDUR DAN TEKNIS PELAKSANAAN ............................................. 38 A. MEKANISME RPL PADA PERGURUAN TINGGI ................................................ 38 B. DIAGRAM ALUR IMPLEMENTASI PSKK-RPL .................................................... 39 C. KETENTUAN NILAI SKOR TERHADAP PENGAKUAN SKS KANDIDAT DAN NILAI ANGKA .................................................................................................................... 40 D. KURIKULUM PROGRAM AFIRMASI ................................................................ 40 E. DISKRIPSI MATAKULIAH ................................................................................. 50 F. DESAIN PEMBELAJARAN .............................................................................. 123 DAFTAR PUSTAKA ................................................................................................
Recommended publications
  • Program Studi D3 Teknik Otomotif (D3 To)
    PROGRAM STUDI D3 TEKNIK OTOMOTIF (D3 TO) 1. Visi, Misi, Tujuan, Area Okupasi, dan Kompetensi Lulusan 1.1 Visi Terwujudnya program studi D3 yang unggul dan menjadi rujukan dalam pendidikan vokasi, penerapan, dan pengembangan ilmu teknik otomotif. 1.2 Misi (1) Menyelenggarakan pendidikan vokasi bidang teknik otomotif; (2) Mengembangkan dan menerapkan ilmu pengetahuan dan teknologi bidang otomotif; dan (3) Memberdayakan masyarakat melalui penerapan ilmu pengetahuan dan teknologi bidang otomotif. 1.3 Tujuan (1) Menghasilkan tenaga ahli madya di bidang teknik otomotif yang kompeten; (2) Menghasilkan tenaga kerja terapan yang inovatif; dan (3) Melakukan diseminasi teknologi di bidang otomotif 1.4 Profil dan Standar Kompetensi Lulusan Lulusan program studi D3 Teknik otomotif memiliki kompetensi untuk mengemban tugas dalam jabatan: (1) Kepala bengkel perbaikan dan perawatan otomotif. (2) Instruktur di pusdiklat otomotif (3) Supervisor & Asesor bengkel dan pusdiklat otomotif. (4) Service advisor (SA) bengkel perbaikan dan perawatan otomotif (5) Frontman bengkel bengkel perbaikan dan perawatan otomotif. (6)Teknisi di Industri otomotif, di bengkel perbaikan dan perawatan otomotif, di laboratorium otomotif, dan di bengkel pendidikan otomotif PROFIL PROGRAM STUDI D3 TEKNIK OTOMOTIF CAPAIAN PEMBELAJARAN (CP) SIKAP a. Bertakwa kepada Tuhan Yang Maha Esa dan mampu menunjukkan sikap religius. b. Menjunjung tinggi nilai kemanusiaan dalam menjalankan tugas berdasarkan agama,moral, dan etika. c. Menginternalisasi nilai, norma, dan etika akademik. d. Berperan sebagai warga negara yang bangga dan cinta tanah air, memiliki nasionalisme serta rasa tanggungjawab pada negara dan bangsa. e. Menghargai keanekaragaman budaya, pandangan, agama, dan kepercayaan, serta pendapat atau temuan orisinal orang lain. f. Berkontribusi dalam peningkatan mutu kehidupan bermasyarakat, berbangsa, bernegara, dan kemajuan peradaban berdasarkan pancasila.
    [Show full text]
  • Command Go Application Guide
    Make Model Year Engine GO PART NO. ALFA ROMEO 147 2002 - 2010 22GO510 ALFA ROMEO 156 2002 ON 22GO510 ALFA ROMEO 159 2006 ON 22GO510 ALFA ROMEO BRERA COUPE 2006 ON 22GO510 ALFA ROMEO GIULIA (952) 2016 ON ALL ENGINES 22GO510 ALFA ROMEO GIULIETTA 2010 ON ALL ENGINES 22GO510 ALFA ROMEO GT 2005 ON 22GO510 ALFA ROMEO MITO 2008-2018 22GO510 ALFA ROMEO SPIDER 2006 ON 22GO510 AUDI A1 2010 - 2013 22GO151 AUDI A1 2013 ON 22GO201 AUDI A2 2000 - 2005 22GO151 AUDI A3 1999 - 2004 22GO151 AUDI A3 2004 ON 22GO201 AUDI A4 (B6) 2001 - 2006 22GO151 AUDI A4 (B7) 2004 - 2009 22GO151 AUDI A4 (B7) 2004 - 2009 22GO201 AUDI A4 (B8) 2008 - 2016 22GO201 AUDI A4 (B9) 2017 ON 22GO201 AUDI A5 2007 - 2016 22GO201 AUDI A6 (C7) 2012 - 2018 22GO201 AUDI A6 (C8) 2018 ON 22GO201 AUDI A7 (4G8) 2010 - 2017 22GO201 AUDI A8 (D3) 2002 - 2010 22GO201 AUDI A8 (D4) 2010 - 2017 22GO151 AUDI A8 (D5) 2017 ON 22GO151 AUDI Q3 2011 ON 22GO201 AUDI Q5 (B8) 2008 - 2017 22GO201 AUDI Q7 (1ST GEN) 2007 - 2015 ALL ENGINES 22GO151 AUDI R8 2006 ON 22GO201 AUDI RS 3 2011 - 2012 22GO201 AUDI RS 3 2015 ON 22GO201 AUDI RS 4 (B7) 2006 - 2008 22GO201 AUDI RS 4 (B8) 2012 - 2015 22GO201 AUDI RS 4 (B9) 2018 ON 22GO201 AUDI RS 6 (C6) 2008 - 2010 22GO151 AUDI RS 6 (C7) 2013 - 2018 22GO201 AUDI S3 2004 - 2013 22GO201 AUDI S3 2013 ON 22GO201 AUDI S4 (B6) 2001 - 2006 22GO151 AUDI S4 (B8) 2008 - 2016 22GO201 AUDI S4 (B9) 2017 ON 22GO201 AUDI S4 B7 2004 - 2009 22GO151 AUDI S4 B7 2004 - 2009 22GO201 AUDI S5 2007 - 2016 22GO201 AUDI S8 (D3) 2002 - 2010 22GO201 AUDI S8 (D4) 2010 - 2017 22GO151 AUDI S8 (D5) 2017 - 22GO151 AUDI SQ5 2013 - 2017 ALL ENGINES 22GO201 AUDI TT (Mk1) 1998 - 2006 22GO151 AUDI TT (Mk2) 2006 - 2014 ALL ENGINES 22GO201 AUDI TT (Mk3) 2014 ON 22GO201 BMW ALL MODELS 2000- ALL ENGINES 22GO988 BUICK ENCLAVE 2008 ON 22GO520 BUICK ENCORE 2013 ON 22GO520 BUICK ENVISION 2016 ON 22GO520 BUICK GL8 (1ST GEN) 2000 - 2010 22GO510 Make Model Year Engine GO PART NO.
    [Show full text]
  • AI Business Update 1Q17
    PT Astra International Tbk 1Q 2015 Results Presentation Disclaimer This report has been prepared by PT Astra International Tbk independently and is circulated for the purpose of general information only. It is not intended for the specific person who may receive this report. The information in this report has been obtained from sources which we deem reliable. No warranty (expressed or implied) is made as to the accuracy or completeness of the information. All opinions and estimations included in this report constitute our judgment as of this date and are subject to change without prior notice. We disclaim any responsibility or liability whatsoever arising which may be brought or suffered by any person as a result of acting in reliance upon the whole or any part of the contents of this report and neither PT Astra International Tbk and/or its affiliated companies and/or their respective employees and/or agents accepts liability for any errors, omissions, negligent or otherwise, in this report and any inaccuracy herein or omission here from which might otherwise arise. Cautionary note on forward-looking statements: This report may contain statements regarding the business of PT Astra International Tbk and its subsidiaries that are of a forward-looking nature and are therefore based on management's assumptions about future developments. Forward-looking statements involve certain risks and uncertainties because they relate to future events. Actual results may vary materially from those targeted, expected or projected due to several factors. Potential risks and uncertainties includes such factors as general economic conditions, foreign exchange fluctuations, interest rate changes, commodity price fluctuations and regulatory developments.
    [Show full text]
  • Autotest Toyota Corolla Touring Sports 2.0 Hybrid Club
    autotest Toyota Corolla Touring Sports ADAC-Urteil 2.0 Hybrid Club Fünftüriger Kombi der unteren Mittelklasse (132 kW / 180 PS) AUTOTEST 2,3 in Kombinationskraftwagen der Kompaktklasse stellt eine sehr vernünftige AUTOKOSTEN E Wahl dar, gelingt dieser Fahrzeuggattung doch der Spagat zwischen Außenmaß, 2,0 Platzangebot im Innenraum, Kofferraumgröße und Verbrauch oft am besten. Um ja keine Langeweile aufkommen zu lassen, umschiffen die meisten Fahrzeughersteller Zielgruppencheck den schnöden Begriff Kombi und lassen ihre Marketingstrategen einen lebhafteren Be- griff ersinnen. Bei Toyota einigte man sich auf Touring Sports - auf den neuen Corolla Familie 2,7 trifft diese Bezeichnung tatsächlich gut zu. Scharf gezeichnete Linien an der Front, die einen großen Kühlergrill umranden, und ein stämmiges Heck wirken durchaus sport- Stadtverkehr 3,6 lich. Der Testwagen ist passend dazu mit dem stärksten erhältlichen Antriebsaggregat aus- Senioren 3,3 gerüstet, dem Zweiliter-Vierzylinder, der nach Art des Hauses hybridisiert wurde und samt Elektrounterstützung maximal 180 PS an die Vorderräder schickt. Nach so viel PS Langstrecke 2,6 fühlt er sich nicht immer an, was aber auch an der stufenlosen Übersetzung der Getrie- beeinheit liegt, die etwas Gummiband-Feeling aufkommen lässt. Die Messwerte zeigen Transport 2,7 aber: Mit dem Corolla 2.0 Hybrid ist man bei Bedarf flott unterwegs. Wichtiger ist aber meist der Verbrauch eines Hybriden und hier sind die 5,3 Liter im Ecotest zwar kein Fahrspaß 2,0 neuer Bestwert der Klasse, aber nicht schlecht. Die Schadstoffemissionen hat der Toyota gut im Griff, mit einer Ausnahme: Bei hoher Last steigt der CO-Ausstoß an. Preis/Leistung 2,1 Das Kombiheck ist übrigens nicht nur Lifestyle-Rucksack, sondern ein vernünftig gro- ßes und tadellos nutzbares Ladeabteil.
    [Show full text]
  • Analisa Strategi Pemasaran New Camry Sebagai Andalan Kelas Medium Toyota Astra Motor
    Universitas Indonesia Library >> UI - Tesis (Membership) Analisa strategi pemasaran new camry sebagai andalan kelas medium toyota astra motor Rahmat Bagus Suharyo, author Deskripsi Lengkap: http://lib.ui.ac.id/detail?id=20462128&lokasi=lokal ------------------------------------------------------------------------------------------ Abstrak <b>ABSTRAK</b><br> Sejak diluncurkannya awal tahun 1999 Toyota Camry dapat dikatakan belum menunjukkan angka penjualan yang cukup signifikan. Pangsa pasamya pada tahun 2001 hingga 2002 hanya menduduki peringkat ketiga untuk kategori sedan medium low dibawah BMW 318i dan Honda Accord. Bahkan pada tahun 1999 hingga 2001 (kuartal kedua) posisinya masih berada di peringkat keempat dibawah Mitsubishi Gallant. Rupanya predikat "The Best Selling Car" di Amerika Serikat tidak membuatnya menjadi market leader untuk produk sejenis di Indonesia. Walaupun pada awal tahun 2001 mengalami face lift pada beberapa bagian namun kurang menunjukkan angka penjualan yang berarti. Memang harus diakui bahwa kategori sedan kelas medium merupakan segmen niche market yang pasarnya tidak sebesar kategori sedan kelas mini passenger car apalagi kategori minibus yang masih mendominasi penjualan mobil secara nasional. <br><br> Dengan alasan tersebut maka pada petiengahan tahun 2002, tepatnya bulan Juni 2002, Toyota Astra Motor (TAM) mengeluarkan New Camry sebagai pengganti model yang lama. Perubahan paling besar dapat dilihat dari sektor disain (eksterior dan interior), dibanding model terdahulu, bagian luar Toyota New Camry terlihat lebih Stylish, lebih besar dan lebih European look Untuk interior dapat ditemukan beberapa major adjustment seperti tata letak tombol lebih ergonomis serta console box yang dilengkapi dual Airbags systems. Diharapkan dengan adanya perubahan model ini dapat meningkatkan market sharenya di kelas medium. Hal ini dapat dilihat dari data Gaikindo semester kedua tahun 2002 penjualannya mulai menunjukkan angka yang berarti bahkan dapat menyaingi penjualan BMW seri 3.
    [Show full text]
  • Pt Astra International
    PT ASTRA INTERNATIONAL TBK PUBLIC EXPOSE First Half of 2017 - Results Presentation 9 August 2017, Indonesia Stock Exchange Disclaimer The materials in this presentation have been prepared by PT Astra International Tbk (Astra) and are general background information about Astra Group business performances current as at the date of this presentation and are subject to change without prior notice. This information is given in summary form and does not purport to be complete. Information in this presentation, including forecast financial information, should not be considered as advice or a recommendation to investors or potential investors in relation to holding, purchasing or selling securities or other financial products or instruments and does not take into account their particular investment objectives, financial situation or needs. Before acting on any information, readers should consider the appropriateness of the information having regard to these matters, any relevant offer document and in particular, readers should seek independent financial advice. This presentation may contain forward looking statements including statements regarding our intent, belief or current expectations with respect to Astra businesses and operations, market conditions, results of operation and financial condition, capital adequacy, specific provisions and risk management practices. Readers are cautioned not to place undue reliance on these forward looking statements; past performance is not a reliable indication of future performance. Astra does not undertake
    [Show full text]
  • Evaluasi Terhadap Strategi Peluncuran Toyota Avanza
    Universitas Indonesia Library >> UI - Tesis (Membership) Evaluasi terhadap strategi peluncuran Toyota Avanza: suatu studi kasus pada PT Toyota-Astra Motor (TAM) dengan pendekatan proses hirarki analitik Dwi Wahyu Raharjo, author Deskripsi Lengkap: http://lib.ui.ac.id/abstrakpdf.jspdetail?id=109260&lokasi=lokal ------------------------------------------------------------------------------------------ Abstrak Introducing new products are the center of attention in most company because of their contribution to the survival and prosperity of the enterprise. New products, when matched to customer needs, offer opportunities for a firm to strengthen its position in existing product-markets and move into new ones. PT Toyota-Astra Motor (TAM) have launched Toyota Avanz to enter 4x2 Low segment. As a new entrant in a big and growing market in the future, Toyota Avanza has to face a reaction from existing competitors such as Mitsubishi, Daihatsu and Suzuki. To counter the competitive move from competitors, TAM has a competitive strategy for Toyota Avanza. The main problem is (I) what is the strong and weakness point of Toyota Avanza as a product and (2) how effective is the launching strategy of Toyota Avanza. This thesis uses the concept of strategy at broadest level (cost-leadership, differentiation and focus) which can be used singly or in combination. These three strategic approaches will cope the five competitive forces. Toyota Avanza's launching strategy will be evaluated by Analytical Hierarchy Process (AHP) approach. There are some inventions in this study. First, as a product, Toyota Avanza have a competitive advantages compare with its competitors in exterior and interior design, engine performance and handling. Second, cost- leadership strategy in the main priority in evaluation of Toyota Avanza's launching strategy.
    [Show full text]
  • Toyota-Astra Motor Leveraged the Denodo Platform to Simplify Its Data
    CASE STUDY Toyota-Astra Motor Leveraged the Denodo Platform to Simplify its Data Landscape and Achieve a Single Version of the Truth | www.toyota.astra.co.id PT Toyota-Astra Motor (TAM) is a distributor of Toyota vehicles in Indonesia and Industry currently the market leader in the Indonesian automotive industry. TAM wanted to Automobile simplify its complex data management landscape, reduce the time-to-data for its multiple operational reporting requirements, and eliminate the need for shadow IT. Profile TAM is a distributor of Business Need Toyota vehicles in Indonesia. It is a joint venture company TAM had a fragmented data architecture, with data trapped in different business between Toyota Motor silos. The company relied primarily on extract, transform, and load (ETL) processes Corporation and PT Astra International, with a to integrate data from its enterprise data warehouse and transactional databases distribution of shares of 50% on SQL Server. This data warehouse was loaded in batches using SQL Server and 50% respectively. TAM Integration Services (SSIS) ETL sessions, and then multiple data marts were is headquartered in Sunter, created on top of this data warehouse, again using SSIS ETL sessions, which Jakarta. provided data for business reporting through Power BI. This process was extremely slow, manual in nature, and difficult to govern. Moreover, the ETL sessions increased the overall maintenance cost of the data architecture as data was replicated across layers. In addition, multiple operational teams within TAM performed their own analytics and generated business reports. In the absence of an enterprise semantic layer, this led to multiple connections to different data sources, complicating the data architecture, and making maintenance even more difficult.
    [Show full text]
  • Industrial Practice Report in Pt. Toyota Motor
    INDUSTRIAL PRACTICE REPORT IN PT. TOYOTA MOTOR MANUFACTURING INDONESIA Galih Raditya Dewangga 16 14 09061 INTERNATIONAL INDUSTRIAL ENGINEERING PROGRAM FACULTY OF INDUSTRIAL TECHNOLOGY UNIVERSITAS ATMA JAYA YOGYAKARTA 2019 INTERNSHIP CERTIFICATE OF COMPLETION II III ACKNOWLEDGEMENT First of all, the author would like to say thanks to God Almighty that because of His blessing, the author can successfuly finished this Paper Report of Industrial practice and also the Industrial practice Process at PT. Toyota Motor Manufacturing Indonesia (PT. TMMIN) that conducted on 4th of July 2019 to 4th August 2019. In the working progress of Job Training, the authors helped by some parties to complete reports, assistance, guidance, and supports. Therefore, the author thank to : 1. Mr Anugrah Pamosoaji S.T., M.T. as a supervisor 2. Ms. Yolanda and Mr. Alvin from the Logistics Division of PT. TMMIN as a User 3. Mr Rizzal Firdaus and Mr Doni Ariyonarta from PT. TMMIN as a Mentor 4. Mr. Ketut as Head Section of the PPIC Division 5. Mr Doni, Mr Pandu, Mr M. Nasrudin Latief as coworkers 6. And all parties involved in the work of Job Training that I cannot mention one by one.. The author also apologizes if there are some mistake in this Job Training Reports and hopefully this report can be useful for us all. Karawang, 1st August 2019 Author IV TABLE OF CONTENTS TITLE PAGE.............................................................................................................................i CONFIRMATION PAGE...........................................................................................................ii
    [Show full text]
  • PT Astra International Tbk Full Year 2014 Results Presentation Disclaimer
    PT Astra International Tbk Full Year 2014 Results Presentation Disclaimer This report has been prepared by PT Astra International Tbk independently and is circulated for the purpose of general information only. It is not intended for the specific person who may receive this report. The information in this report has been obtained from sources which we deem reliable. No warranty (expressed or implied) is made as to the accuracy or completeness of the information. All opinions and estimations included in this report constitute our judgment as of this date and are subject to change without prior notice. We disclaim any responsibility or liability whatsoever arising which may be brought or suffered by any person as a result of acting in reliance upon the whole or any part of the contents of this report and neither PT Astra International Tbk and/or its affiliated companies and/or their respective employees and/or agents accepts liability for any errors, omissions, negligent or otherwise, in this report and any inaccuracy herein or omission here from which might otherwise arise. Cautionary note on forward-looking statements: This report may contain statements regarding the business of PT Astra International Tbk and its subsidiaries that are of a forward-looking nature and are therefore based on management's assumptions about future developments. Forward-looking statements involve certain risks and uncertainties because they relate to future events. Actual results may vary materially from those targeted, expected or projected due to several factors. Potential risks and uncertainties includes such factors as general economic conditions, foreign exchange fluctuations, interest rate changes, commodity price fluctuations and regulatory developments.
    [Show full text]
  • Corolla Touring Sports Katalógus
    COROLLA ÚJ KORSZAK A COROLLÁVAL FEDEZZE FEL A VILÁG LEGNÉPSZERŰBB AUTÓJÁT! 2 COROLLA 3 ITT AZ IDEJE HYBRIDET VÁLASZTANI! A COROLLÁT VEZETNI INSPIRÁLÓ ÉLMÉNY 2,0 LITERES HYBRID A Toyota Hybrid-ek vezetése nagyszerű élmény: ÉLVEZET hihetetlenül kiegyensúlyozottan működnek, gyorsak a reakcióik, és amikor a városban autózik, üdítő csendet VEZETNI élvezhet a teljesen elektromos üzemmódban haladó autójában. Az üzemanyaggal takarékosan bánik, a Hybrid még sosem volt ilyen nagyszerű! A kifejezetten károsanyag kibocsátása is alacsony, miközben éppen Corollához fejlesztett 2,0 literes olyan könnyű vezetni, mint egy hagyományos autót. Hybrid Dynamic Force hajtás új Mivel önmagát tölti, sosem kell elektromos hálózatra magaslatokba emeli a Hybrid technológiát. A nagyszerű csatlakoztatni. Mindezt figyelembe véve nem is meg- teljesítménynek és a könnyed lepő, hogy a világon immár több mint 14 millióan gyorsításnak köszönhetően, a választottak Toyota Hybrid-et. dinamikus és inspiráló vezetés még a leghétköznapibb utakat is élvezetessé teszi. 4 HYBRID 5 6 VEZETÉS MÉG MAGÁVAL RAGADÓBB VEZETÉSI ÉLMÉNY ÉLVEZZE AZ AUTÓT, AMELLYEL SZÓRAKOZÁS A VEZETÉS PROFI KANYARVÉTEL ÉLJE ÁT A A Toyotánál elhivatást érzünk arra, hogy egyre jobb autókat hozzunk létre. Ezért is vezettük be a Toyota KORMÁNYZÁS New Global Architecture (TNGA) új platformot, amely ÉLMÉNYÉT kiváló teljesítményt nyújt. Ez az első Corolla, amelyben a TNGA-t alkalmaztuk, a különbség pedig nyilvánvalóvá A TNGA révén a Corolla Hybrid válik az első pillanatban, ahogy elindul: az autó kezel- tömegközéppontja alacsonyan hetősége és stabilitása nagyszerű, ami még magával helyezkedik el, ami csökkenti a karosszéria dőlését, így ragadóbbá teszi a vezetést. Önnek nincs más dolga, kanyarodás közben még mint hátradőlni, és élvezni az utazást! inkább kezében tarthatja az autó feletti uralmat.
    [Show full text]
  • PT Astra International Tbk 1H 2013 Results Presentation Disclaimer
    PT Astra International Tbk 1H 2013 Results Presentation Disclaimer This report has been prepared by PT Astra International Tbk independently and is circulated for the purpose of general information only. It is not intended for the specific person who may receive this report. The information in this report has been obtained from sources which we deem reliable. No warranty (expressed or implied) is made as to the accuracy or completeness of the information. All opinions and estimations included in this report constitute our judgment as of this date and are subject to change without prior notice. We disclaim any responsibility or liability whatsoever arising which may be brought or suffered by any person as a result of acting in reliance upon the whole or any part of the contents of this report and neither PT Astra International Tbk and/or its affiliated companies and/or their respective employees and/or agents accepts liability for any errors, omissions, negligent or otherwise, in this report and any inaccuracy herein or omission here from which might otherwise arise. Cautionary note on forward-looking statements: This report may contain statements regarding the business of PT Astra International Tbk and its subsidiaries that are of a forward-looking nature and are therefore based on management's assumptions about future developments. Forward-looking statements involve certain risks and uncertainties because they relate to future events. Actual results may vary materially from those targeted, expected or projected due to several factors. Potential risks and uncertainties includes such factors as general economic conditions, foreign exchange fluctuations, interest rate changes, commodity price fluctuations and regulatory developments.
    [Show full text]