}GIONAL
M
PI,AI{NING
AI\TD
TRAII{ING PROJECT (RMPT)
rreau of Manpower, rtional Development Planning Agency (BAPPENAS) rorld Bank Professional Human Resources l)evelopment Loan 3134-IND) iect Office:
Taman Suropati
.: (62) 2l - 390
2,!*atta
10310 INDONESIA 1279180. Fax.: (62) 2l - 390 r28l
Technical Report No.4
INDONESIAN MANTJFACTURING E1VTPLOYMENT AND TRAIMNG
VOLUME
III
MAJOR FINDINGS OF TIIB 1992 EAST JAVA ENTBRPRISE SURVEY by
Shafiq Dhanani
(Jakarta, February 1993)
Regional Manpower Planning and rraining project (RI\{pr) Implementing Agency
Bureau of Manpower, National Development Plaruring Agency (BAPPENAS), Jakarta, INDONESIA
Funding Source
Professional Human Resource Development project, World Bank Loan 3134-IND
North Sumatra, West Sumatra West Java, Central Java, East Java North Sulawesi, Nusa Tenggara Timur
Main Project Outputs
Provincial Human Resource Development profiles Provincial Manpower Development Strategies Provincial/Regional Labour Market Studies Approximately rhree years (July tggZ - March 1995)
Project Director
Drs. Maman Setiawan Head Bureau of Manpower, BAPPENAS
Project Manager
Mr. Lucky Firnandy Bureau of Manpower, BAPPENAS
Consulting Firm
PT. Intercapitol-Mutual Consultants Kebayoran Baru Mall Block b No. 23 Jalan Kebayoran Baru, Jakarta 12120, INDONESIA Tel. 720 6253,721 0231 Fax.720 6276
Project lrader
Dr. Shafiq Dhanani Human Resource Economist
Mr. Syaherman Rasjid Research Assistants
Mr. Adam Malik Ms. Erni Novalisa
Support Staff
Ms. Anita Sari Ms. Alina
CONTENT
1. INTR.ODUCTION
1
1.1. Survey Objectives 1.2. Survey Methodology 1.3. Ex-post Sample Characteristics
1 1
J
2. CHARACTERISTICS OF TIIE FIRMS 4
2. 1. General Enterprise Characteristics
2.2. Ptoduction Constraints 2.3. Importance of l-a,ck of Skills as a Problem 2.4. Quality Control System 2.5. labour Turnover, Firm Expansion and Vacancies 2.6. Sub-Contracting and Contacts with Small Scale Industries
10
t3 15
18
22
3. CHARACTER,ISTICS OF TI{E WORK FORCE J.1. Educationai Level 3.2. Occupational Structure 3.3. Wage Payment System and Wage
)7 26 Rates
3I
4. CURRET.IT TRAINING SYSTEIVI AND ACTIVITIES
37
4. 1. Overview
4.2. Truning Staff and Facilities 4.3. Other Aspects of the Existing Training System 4.4. Training Undertaken in the Past Year 4.5. Future Training Intentions
37 43 44 49 52
5. SIJMMARY AND CONCLUSIONS
58
5.1. Summary of Main Findings 5.2. Preliminary Conclusions
58 66
A}II\I^EX TABLES
7l
APPEAIDX 1. Questionnaire in English 2. Questionnaire in Indonesian
101
1. INTRODUCRON
1.1. Survey Objectives The objective of this survey of some 130 manufacturing enterprises in East Java in AugustSeptember 1992 was to collect baseline information on the following:
(a)
Size and other enterprise characteristics such as main product and industry (a-digit ISIC
classification), technology level, export orientation, recent growth in employment and sales, and costs of production, particulady of large firms;
0o)
Characteristics of the work force, including detailed occupational classification (at 4-digit
ISCO level), education level, payment system and wage rates;
(c)
Existing training system and training activities, both in-plant and off-plant, including training facilities and actual training programmes undertaken in the previous year, and future training plans;
(d)
Relationships between the existing training system in place in the firms on the one hand, and the characteristics of the firms conducting the training on the other, including their
recent growth history.
1..2. Survey Methodology
The questionnaire format and sampling design of this survey are described in detail in a previous
repoft entitled "survey of Manufacturing Enterprises and Training Institutions in West Java, East Java and North Sumatra: End-of-Mission Report of Enterprise Design Consultant" (Dhanani,
July 1992). Both the English and the
Batrasa Indonesia versions
-1-
of the 20-page questionnaire
used in the survey are reproduced i.n the appendix. Briefly the salient features of the sampling
design can described as follows:
(a)
The most recent (1989) enterprise listing compiled for the Annual Sunrey of Manufacturing Industries was obtained from the Central Bureau of Statistics (CBS) in Jakarta.
(b)
Surabaya, Gresik and Sidoarjo were chosen as the three main centres
of
industrial
concentration in East Java. On the recommendations of the CBS industry statistics staff,
the following cut-off sampling method was used.
All firms employing in excess of 500
workers, 44 in tota| were included in the sample. Below this size, firms were selected randomly from the CBS listings using sampling fractions of 25%, l0% and 3Vo for firms
of size 25A-499, 100-249
of
127
and 20-99, to yield the remaining 83 firms
in the total sample
. The random selection of firms of less than 500 workers ensured a representative
selection of the sub-sectors in the sample in proportion to their occurrence in these three
locations. The final sample consisted of 67, 20 and 40 firms in Surabaya, Gresik and Sidoarjo.
(c)
The provincial and district staff of the Department of Manpower @EPNAKER) were the
survey enumerators.
A minimum of three visits were required to collect the completed
questionnaires from the enterprises. The questionnaires were filled by the Personnel Managers in most cases.
(d)
The completed questionnaires were edited, processed and tabulated according to tabulation plan provided by the survey design consultant.
.t
a
1.3. Ex-Post Sample Characteristics
Some 104 completed questionnaires were reurned
by the
deadline set
by the survey
implementation firm, and a further 5 forms were received past this deadline, given an overall response rate of 86%. Tlne present findings are based on the forms received by the dldtne,
while the remaining questionnaires wiil be processed for inclusion in the comprehensive analysis of similar surveys undertaken in the same period in West Java and North Sumatra. Of the 104 forms received earlier, two were unusable, the first because listings as a vehicle part manufacturer whereas because
it
was
it was wrongly listed in the CBS
in fact a repair shop, and the second
of a dramatic decline in its work force to well below 20.
Table
1. 1 shows
that the distribution of respondents across all manufacturing sectors was
more or less the same
in
the ex-ante and ex-post samples. The response rate across size
categories was also the same, except for the last two sizes. The reason for the latter is that many
firms in these two categories have increased their work forces since 1989, the year of the CBS listing. Firms of less than 250-499 workers are consequently under-represented while those of 500 workers and above are over-represented in the ex-post sample relatively to other sizes.
Table E.1.1: size and sectoral Distribution of survey sample, East Java Size/lSlC Sector
Ex-Ante Sampte
Firms
%
Ex-Post Sample
Firms
Response
a/o
Rate %
23
74
16 12
63
50
91
100
BO
Firm Size (Workers)
20-
49
100- 249 250- 499 500+
31 21 19 56 pZ
Total Sector 31 Food & Tobacco Zg 32 Textites 16 33/34 Wood & paper 20 35 Chemicals Z,t 36 Non-Metallic Minerals g 37138 Metals 33 Total AllSectors 127
24 17
ls 44
23 16 12 51
100
102
Zg 1g
6 26
24 10 17 20 55 26
100
102
16
,ll
-3
76
24
83
10 17
63
20
85 95
25
63 79
100
2. CHARACTERISTICS OF TIIE FIRMS 2.L. General Enterprise Characteristics Size and Sectoral
A$ibution.By
design over 60% of the firms selected employed more than
250 workers. In fact 50% of the surveyed firms employed more than 500 workers each, equally divided between firms of size 500-999 and 1000 and above. The remaining 50% were distributed more or less evenly between firm sizes 20-49,50-99, IW-249 and 250-499. The share of larger
firms was reiatively higher in wood and basic metal industries, and relatively smaller in textile and chemical industries (table 2.1).
Relative to
all the manufacturing firms in the survey area, the average size of
the
surveyed firms was quite large at 880 workers per firm compared with 152 obtained from the 1989 CBS listing
of Fast Java. This average size of surveyed firms ranged from around 500-800
in chemical, metal and non-metallic
mineral industries
to
1,200
in food, wood and paper
industries. However the sample contained two particulariy large firms, a cigarette industry and
a paper manufacturer employing respectively just under 14,000 and 8,000 workers each. Excluding these would bring down the average size of food and wood industries in the sample to close to that of other sectors.
A quarter of the firms were food and tobacco industries. Next, chemical and fabricated metal industries were equally represented at 20Vo each, followed by textile, wood and paper products (l0To,9% and 8%). Basic metal industries and non-metallic mineral industries were
the least numerous (6%
nd
5Vo). Ttrc products manufactured by the surveyed firms can be
briefly described as follows. The food, drink and tobacco sector /31J consisted of 24 firms, a large number of these producing wheat products (7) and sugar (4), while some processed shrimps (3) and other food products (8). Three cigarette manufacturers were also included. The
textile sector /32l consisted of yarn (4), garments (a) and shoe (2) producers. Rattan products
-4
Table E.2.1 : General Size Gharacteristics of Firms by secror (tStC 2-Digit Classification)
Food Textile Wood Paper
31
s2
24 23.s
10
I
9.8
8.8
50.0
100.0
28,212 31.3
4,765 5.3
11,504 12.8
1,176
477
1,278
Firms % Total
62.5
% Firms Above
34
33
820 7.8
% Total
Workers/Firm
1
35
Met B. Met
36
37
F.
Met
Total
38
5
6
20
19.6
4.9
5,9
19.6
102 100.0
55.0
60.0
83.3
50.0
61.8
14,119 12.6 15.7
2,237 2.5
5,058 5.6
447
843
62.5
250 Workers
Workers
Chem. Non
1,370
1,421
706
12,733 gg,9g8
14.1
100.0
637
882
Table E.2.2: Female Workers and Production Workers by Sector (lSlC 2 digit)
Food
31
% Females 7o
Prod. Workers
Textile Wood Paper Ghem. Non Met B. Met 32 33 35 34 36 37
F. Met
5s.8
oc.3
43.4
23.4
58.4
25.1
4.1
53.0
46.9
84.4
92.2
91.6
91.7
85.5
67.6
72.9
85.7
86.0
Tabfe 8.2.3: Average Technotogy Level by Sector (lSlC 2 Digit) Industry
Atl 38 Sectors
lSlC
Food & Tobacco
31
Text., Garm., Shoe Wood Paper Chemical Non Met. Minerals Basic Metal Fab. Metal
32 34 35 36 37 38
Total
Total
33
Technology Level (% Totat Equipment by Value) ManualAutomaticComputer Quality Total Controlled Control
64.0 79.8 80.0 52.5
38.7
32.8 17.0 13.9
31.3 54.9
0.8 1.2
0.2 15.0 1.7
78.2 51.7 67.7
16.8 29.2
14,7
27.3
0.8
61.8
31.7
2.8
2.0 2.4 5.9 1.3 4.8 5.0 4.5 4.6 3.7
100.0 100.0 100.0
100.0 100.0 100.0
100.0 100.0
100.0
dominated the wood sector (33) with six firms, followed by three plywood producers. paper and
cardboard manufacturing similarly dominated the paper sector (34) which also included two
printing firms.
The chemical sector (35)
wa,s
perhaps the mosf diverse of all, numbering basic chemical
and insecticide producers (3), drugs and cosmetics producers (6), plastic bags manufacturers (5)
and
plutic product firms
such as sandals, kitchenware and cassettes (7). Ceramics and glass
manufacturers dominated the non-metal mineral sector (36) wilh three firms, followed by a cement manufacturer and a roof tile producer. Six iron and steei producers formed the basic metal sector (37). Finally the fabricated metal sector (38/ was also quite diverse, producing light products such kitchen utensils, cable wire, cans and metal furniture (7), machinery such as tifts
(2), electrical goods such as batteries and
cassette players
(2 each), and transport equipment
consisting of two bicycle, two vehicle body and one ship repair firms.
Production Workerc and Female Worken Production workers, defined as all workers below the technician and associate-professional level and engaged in production, accountet for 86%
of the work force. This proportion varied somewhat between sub-sectors, ranging from a high of around 92% in textile, wood and paper industries to around 707o in non-metallic mineral and basic metal industries (table 2.2). Female workers accounted for 47% of the total work force.
This proportion was quite high
in textiles (66%),
chemicals (58%) and food (56%), but
relatively low in basic nietals (4%), paper (23%) and non-metallic metal producrs.
Technologt
l*vel. Firms
were requested to estimate, in monetary terms, the percentage share
of their equipment which was (i) manually operated, (ii) automatically operated, (iii) computeroperated, and (iv) used for quality control purposes. Most equipment was manually operated
(62%), followed by automatic and computer-operated equipment (32% and 3%). Quality control equipment accounted for 4% of the total (table 2.3).
-6-
There were significant differences between industries however, as the product- type seemed to decisively determine the degree of plant automation involved. For instance computer-
controlled equipment accounted for some l5To of the total in paper and basic metal industries, but about lTo or less in all other sectors. Automatic equipment accounted for a relatively high 55Vo
in chemical industries but only around l5To in textiles, wood and non-metallic mineral
industries. Further disaggregation at the 3-digit level (not shown here) indicates that automatic equipment formed as much as 88% in basic chemicals such industrial chemicals and insecticide, compared with 50% in cosmetics and plastic products. In textiles all automatic machinery was used in thread and yarn production and none in garments. Similarly quality control equipment was concentrated in just four sub-sectors, drugs, plywood, ceramics and electrical products such
as batteries and cassette tapes, where
it
accounted for 8Vo-12%
of
all equipment in value. In
most other sectors its share rarely exceeded 2To and was often nil.
In order to compare the f,rrms' training behaviour with their technology level, the following simple classification was adopted to differentiate between low and high technology firms. If the estimated monetary value of manual equipment exceeded was considered to be a low technology firm, whereas
if
40To
of the total, that firm
the combined value
of automatic,
computer-controlled and quality control equipment exceeded 60%, this firm was considered a
high technology firm. According to this rule, 38To of all firms feil into the high technology category and the remaining 62To in the low technology category. This proportion was stightly higher for larger firms of more than 250 workers in the high technology category (66To), while the opposite was true of smaller firms (34To), as indicated in table 2.4.
As expected, the proportion of high technology firms was relatively high in basic metals
(4 out of 6 firms), chemicals (12 out of 20 firms) and paper (4 out of 8 firms). Conversely, it was quite low in textiles (2 out of 8), wood products (1 out of 8), and nil in the five nonmetallic mineral products (tabte 2.5). Caution is needed however in interpreting the technology
level of some labour-intensive firms. The value of automatic equipment
7-
in the two largest
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manufacturers mentioned above, a cigarette firm and a paper firm, was estimated at 70% and 60% respectively since the value of manual equipment was relatively low. However the majority
of their workers,
11,000 and 3,000 out respectively 14,000 and 11,000, did not work on
automatic equipment as they were hand-rollers and hand packers respectively (see also annex tables 2.1 and 2.2).
Nine firms (9%) reported operating a licensing agreement with foreign ftrms, most of them being relatively large (6). More ttran half of the license holders were fabricated metal industries, producing a variety of products ranging from batteries, vehicle bodies and bicycle. the remaining ones consisting of food manufacturers (2), a plastic producer and a basic metal
firm. The type of license was usually either for the process and production method (4) or for the product or formula (4). OnIy three of these firms exported their produbts, while the majority
supplied the domestic market. Considering the large variety
of brand names produced in
Indonesia for both the domestic and export markets, the relatively low number of licensees may
be explained by the fact that many foreign companies, in textile and shoes for instance, enter into production contracts with iocal suppliers to produce goods to particular specification without
formal licensing contract. In other cases the foreign companies, in vehicle and drug production
for instance, own part of the companies located here, thereby eliminating the need to
issue
formal license agreements.
Export Orientation and Ownerchip. About a quarter of the firms surveyed exported more than 30Vo
by value of their products. This proportion was lower (13%) for smaller firms of less than
250 workers than for larger firms (32Vo), as indicated in table2.5. The major exporters were
wood industries (28%, mainly rattan furniture but also plywood), followed by food
and
fabricated metal industries (20Vo each, mainiy shrimps and kitchen utensils) and chemical industries (L2Vo, mainly plastic products such as sandals). This pattern confirms that relatively unsophisticated products formed the bulk of the exports of the surveyed fums.
-9
-
The vast majority of the surveyed firms were Indonesian-owned (84%), followed by state-
owned companies (10Va) and foreign-owned frrms (6%). Almost all the firms in the last two categories employed more than 500 workers. Foreign fi.rms consisted of a food manufacturer, a
yiln producer, two pharmaceutical
companies, and one basic and fabricated metal plants each.
On the other hand wood and paper indusuies were entirely in private Indonesian hands.
2.2. Production Constraints
AII Firms. The respondents were requested to grade some 25 production problems on a fourpoint scale, one meaning the issue was not an important problem and four signifying it was very important problem or serious constraint. The issues ranged from general problems such
a
as
missed deadlines, poor quality of oulput or raw materials and lack of electricity, to skill-specific questions such as skills of supervisors and production workers. The low quality of raw materials
and components can be identified as the single most important production constraint since it ranked as a serious problem in 41To of firms (table 2.6). Four other constraints, namely (i) low
quality of goods produced, (ii) delays in material delivery, (iii) availability of electricity and water, and (iv) wastage of materials ranked more or less joint second as serious constraints in the opinion of manufacturers (37 % , 357o, 34Vo arrd 33% of firms). However
it must be noted
that only about a third of the respondents felt these were important issues. Missed deadlines ranked next in sixth place Q7% of firms).
Only
25 To
of
the firms at the most cited the quality and skilts
of the work force as an
important problem, and these ranked seventh or eight in the list of 25 problems. The problems
of skills of managerso supervisors and operators and assemblers were more or less ranked at the same level,
ild
on par with other issues such as careless use of equipment and wastage of
electricity and water. At the lower end of the scale, labour market regulations on minimum wage, lay-offs and recruitment of foreign workers ranked lowest in the list of concerns (19%,
12% and 5To). Obtatning technical advice also ranked relatively low in general (13%). Neither
-10-
Table E.2.6 : Ranking of Production constraints by Sector (lslc z-Digit) (% Firms Reporting Serious Problem) lssue or Constraint
AflRanking Sectors
Firms
1 Quality Of Raw Materials 2 Delays in Material Delivery 3 Availability of Transport 4 Wastage of Materials 5 Low Quality of Goods Prod. 6 Missed Deadlines 7 Availability of Electr./Water I Wastage of Elecricity/lVater I Quality & Skilts of Managers
102 41
3s 20 33 37 27 34 24 25 17
10 Quality & Skills of Profess. 11 Quality & Skilts of Technic. 12 Quality & Skills of Superv. 13 Quality/Skills of Oper,/Ass.
21
14 Employee Turnover 15 EmployeeAbsenteeism 16 lnadequate Equip. Maint. 17 Careless Use of Equipment
14 19 19
18 Quality of Machinery 19 Avaibility Of Need Equipt. 20 Too Large lnventory 21 Fin. & Account. System
25 24
24 25 ?2
I
22
?2 23 24
Minimum Wage Reg. Reg. On Staff Layoffs Foreign Worker Reg.
19 12 5
25
Tech. Advice on process
13
(1
31 32 33 34 35 g6 az
sa
8205620 -25) 24 10 1 58 20 ?2 13 35 60 s0 50 358302225201750 16332011540 53820332525203350 242304430401760 638403313154030 4 46 40 l't 50 30 40 17 30 10 29 20 ?2 13 s 20 17 45 7252225306035 2A 17 11 13 20 40 17 2A 15 17 22 13 25 60 17 25 72110331330401730 10 21 10 33 13 2A 20 33 3s 2184011 15 17 15 17 21 30 13 10 20 35 17 21 22 13 10 40 33 25 10 33 10 22 13 10 40 17 35 733 10?2 20 20 17 4A 13 33 ?2 25 20 35 24 410 10 20 15 13 29 30 ?2 10 20 35 17 25 2A 11 10 20 35 23 17 11 52A25 2s8 11 20s 22 17 11 13 10 20
- lI
labour turnover or employee absenteeism ranked as important problems (l4Vo
nd
l9%).Issues
of quality and skills of engineers and technicians ranked quite low (l7Vo and2l%o), and so did equipment maintenance (1770 of firms). As observed in previous similar surveys (World Bank 1991 and Dhanani 1991), although lack
of skills is identified as a problem by only a.small
of firms, other high-ranking problems such as quality of raw materials and components, quality of goods produced, missed deadlines and wastage of materials are
proportion
nevertheless skill-related issues. Suqprisingly though firms did not report the lack of technicd
skills of engineers and technicians and in equipment maintenance as an important concern.
It should
also be noted that many issues mentioned are interrelated, and that the responses
are generally internally consistent. For instance low quality of raw materials and components and low quality of goods produced both ranked quite high although the former ranked higher, since the low quality of goods produced by component suppliers means low quality of inputs to
down-stream firms. Delays in material delivery and missed deadiines are similarly related, as
are the issues of operator skills and careless use of equipment. On the other hand, neither equipment maintenance nor skills of technicians and engineers appear to be serious problems.
In addition to identifying production constraints, firms were also requested to grade the seriousness
of the problems faced, A zero to one hundred scale, constructed to more adequately
represent both company response and strength of response, confirms the high ranking of the five most important issues above, except for the ranking of availability of electricity and water which
drops a little from fourth to sixth place, to be replaced by missed deadlines.
Paftems acnoss Sectort and by Firm
fipe.
Issues
of quality and delays in delivery of raw
materials and components or goods produced remained the most important concerns of firms in
all sectors, except for the textile and paper industries. For
these two industries, the availability
of electricity and water was identifred as the most important issue, and in the case of textiles, missed deadlines and employee turnover were also major issues. Wastage of materials did not
12-
rank very high in textiles and wood products, presumably because even lower quality goods can
find a domestic market, but was an important issue in food, paper and basic and fabricated metal industries.
Worker skills were of somewhat higher concern in wood, basic metals and metals, particularly for operators and managers (30Vo-407o firms). Concern engineers, technicians and supervisors remained low however across
faUricateO
for the skills of
all sectors except
non-
metallic mineral industries. Export-oriented and larger firms were significantly more concerned than others about the skills of supervisors and operators and assemblers, which ranked about
fifth and sixth on the more
comprehensive scale referred to above. They were also more
concerned about product quality. There was otherwise little difference between domestic, foreign
and state-owned firms, and between high and low technology firms on the issues of skills, as indeed on all the other issues of major concern discussed above.
2.3. Importance of Lack of Skilts
as a Problem
Firms rated most of the skills constraints listed in the question about equally, making it rather
difficult to clearly and unambiguously rank them in order of priority. Following the ranking of general production constraints affecting their firms, respondents were requested to grade on a
similar scale problems of skills of workers in various occupational groups and according to some six to eight specific skills thought to be required by workers in each occupational group. These ranged from quality control management and methods, to equipment maintenance, understanding the production process and training skills. The latter were obtained from the 1988 International Standard Classification of Occuparions (ISCO 88,
ILO
1990).
Surprisingly only about half of the firms which had initially expressed concern about labour skills in general registered their concerns when probed further about specific types of
skills lacking in their workers. For instance, of the original 24% of the firms which
-13-
had
express€d serious concern with the quality and skills of their opeftrtors and assemblers, only 7 Vo9Vo
of firms expressed con@rn about their education level and the need to constantly supervise
them, and only L5%-l9Vo of the frrms were concerned with their time-keeping and missed deadlines. This was consistently observed for all other occupational categories, and in all sectors
and firm types. The relatively lower level of response when required to pinpoint specific skill problems somewhat deflates further the already small proportion of firms expressing concern
with labour skills (tables 2.7;
Table
E.2]:
sex'
also annex tabte2.3'1.
Ranking of Specific Skill lssues by Occupataonal Groups (% Firms Reporting Serious Problem)
lssue or Gonstraint Managers
Profess. Supervisors technicians
Overall Rating
25
17
25
Comunication Administration Planning Delegation Production Process Training Skills Q.C. Management Q.C. Methods
12
9
15
1t
13
13 10 13 10 15 14
10 2A 9
12 18
2A
23
18
16
PraticalSkills Underst. Materials/Tools Repair Skills
I
11
18 12
26 18
11
Trades Operators
18 13
11
15 12 7
Basic Education Need for Supervision Machinery Low Quality Time Keeping Missed Deadlines
I 21
25 19 15
-14
The main concern of employers with managerial, supervisor and technician skills related to quatity control management and methods (207"-25% firms). The next major concern was the lack of understanding of the production process by managers, supervisors, technicians and trades
workers. Most remaining skills such as administrative, planning, training, delegatltg and communication skills were ranked quite low (l}Vo) for all categories of workers. There was little difference between s@tors in these respects, except for the metal industries where the level of concern for the lack of these skills was somewhat higher than average. I-arger, export-oriented and high technology firms were more concerned about these lack of skills on average. As for operators and assemblers, low quality of goods produced ranked highest Q5%) followed by careless use of equipment (21.%). Employers were least concerned with the basic education and constant need for supervision of operators and assemblers as mentioned before.
2.4. Quality Control System
A small but signifrcant proportion of firms
surveyed reported using statistical procedures for
quality control (I9To), a proportion which was moreover fwice as large in wood and non-metallic
mineral industries. The most popular system was on-line inspection by supervisors (75Vo), followed by work station inspection by the workers themselves (72%).Inspection after work completion and inspection by buyers or contractors were relatively unimportant (8% and 9To), except in the textile sector $}Vo). A surprisingly large number of firms reported making use of
quality circles (38Vo). The latter is likely to have been due to a misleading translation of the English word "circle" into step-wise control process, and the lack of familiarity with the concept
of quality control circles. Being unreliable, the firms's response to this part of the question have been ignored. Finally, some 95% of firms reported using at least one control system, and 43%
reported using at least three different systems (table 2.8). I"arger, export-oriented firms, foreign-
owned firms and high technology firms were twice as likely as other fums to make use of statistical procedures in addition to on-line inspection by supervisors and workers. Also they
15
were twice as likely as others to make use of at least three different quality control systems (annex tables 2.4 and 2.5).
Tabte E.2.8
:
Type of Quality Control System in Use by Firm Type
All
Method
Firms Textile
F. Metal
Firms Firms
Ownship Technology Export >30%<30%PMDNPMA BUMNHigh Low (Percentage)
1
. Statistical Procedures
2. Workers Themselves 3. On-line by Supervisors 4. After Completion 5. By Buyers/Contraclors
TotalFirms
20 72 75
20 70
11
79 79
I
90 10
9
40
5
102
10
20
11
32 72 60 4
25
14
16
66 74 10
69 70
10
10
77
86
I
50 50 67
20 70 80
10
31 72 82 88 10 39
11
63 62 8
63
In a related question firms were requested to compare their product quality with that other Indonesian firms, other ASEAN firms and relative to the best firms in the world. The
proportion
of firms who perceived their products as being of inferior quality to
progressively rose from
3 Vo
to
167o and 36To when compared respectively
others
to other Indonesian
firms, other ASEAN competitors and the best firms in the world. Textile and paper firms rated
their quality even lower than the average against ASEAN firms and other international competitors (30% and 70Vo), while wood and fabricated metal industries rated their products above average in this respect (table 2.9). Exporting firms however maintained a more favourable
opinion of their products, these also being wood and fabricated metal producers for a large part.
I:rger, foreign companies and high technology firms similarly judged their products less harshly than on average, whereas firms growing fast and slow perceived their product quality equally (annex tables 2.6
nd
2.7\.
16-
Tabte E.2.9
:
P€rcoption of Product Quality Ralative to Other Firms by Sector (%)
All Firms Textile
Firms
Ownship
Export
F. Metal
Firms
Technology
<30% PMDN PMA BUMN
>3oo/o
Other lndonesian Firms Much
Lower same
About the
3 66
cb
Much Higher
31
33
100
100
Sub Total ASEAN Competitors
Lower Same Higher sub Total Much About the Much
16
73 10
100
Best in the World
Lower same Higher sub Toral TotalFirms Much About the Much
Table E.2.10
:
36 58 5
100 102
4
11
72 28 100
3074 60 80 10 13 100 100 71 29 100 10
14
38 48
100
72 24 100
48 52
100
25 75
70 30
100
100
100
88
100
21
18
69
72
13
12
10
't1
75 25
100
100
100
100
84
41 26 53 70 466 100 100 77
20
25 75. 100 6
40 54
100 86
25 67
100 10
Low
24 59 39 100
73 23
100
724 74 74 192 100 100 25 68 83 100 39
47 50
100 63
Perception of Product Cost Relativo to Other Firms by Sector
All Firms Textile F. Metal
Firms
Firms
Lower Sarne Higher
Much About the Much
I
22
5
13
84
67
90
75
7
11
5
1Z
Sub Total
100
100
100
100
ASEAN Competitors
Lower Same Higher Sub Tolal Much About ths Much
83 17
36 64
100
100
86
73
14
18
10o
100
100
102
10
20
35 61
4
100
Bsst in the World
Lower same Higher Sub Total TotalFirms
53 36
9
11
Ownship
Export
>30"/o
PMA
13O/o
Other Indonesian Firms
Much About ths Much
4 68 28
High
11 I 83 87 5650 100 100
52 28 68 44 445 100 100
59 50 27 40 14 10 100 100 25
-17
77
38 57
100
55 33 12
100 86
Technology BUMN
High
Low
50
100
4 87
100
I
80 o
100
100
100
te
13
18
25 75
87
74
50 50
100
100
't00
100
41
63 29
25 50 s0 50 25 100 100 610
I
44 15
I
100
100
39
63
Firms were also requested to judge their product costs relative to the same competitors as above. As expected the responses were more favourable,
with9%o,35% and53% of the firms
estimating their production costs as being lower than respectively Indonesian, ASEAN and world
competitors. Textile, paper and fabricated metal industries estimated lower costs still, led by export firms, private firms, low technology firms, smaller firms, and those whose employment had been growing rapidly, especially compared with ASEAN competitors (table 2.10; see also
annex tables 2.8 and 2.9).
Finally the firms were requested to graden on a one to four scale, the more relevant of
four responses to market pressures in the last three years. The most popular answer
was
attention to quality, followed by shorter delivery times, product design and development and increase in the range of products supplied in that order. This ranking was uniformly consistent across all sectors and all firm types, whether export-oriented or not, large or small, or high or
low technology. The strength of response was somewhat respectively higher in fabricated metal industries and lower in textile industries, and in high technology, larger and fast growing firms (see annex tables 2.10 and
2.lI).
2.5. Labour Thrnover, Firm Expansion and Vacancies The number of employees leaving their firms, at less 2% p.a., was much lower than expected based on a similar enquiry a year ago, where turnover rates of around 13% were reported in
most sectors. The highest turnover in the present survey was repofied by the textile industries (1,0Vo),
while the lowest was in food industries (0.3%). Turnover was highest for unskilled and
semi-skilled operators and assemblers, up to tTVo in the case of textiles.
Overall reported vacancy rates, at 0.3 %, were also lower than the 0.5% rate obtained previously. In both cases, the behaviour of one large cigarette manufacturing, employing some 14,000 persons and accounting for 15% of the total work force in the surveyed firms, and which
-18-
Table E.2.11
:
Employment lncreasss by Sector (% per annum)
Food Tsxtile Wood Paper Chem. N. Met
31
'f
989-
32
33
34
35
B.
36
1990 3.8 5.8 1.8 23,9 14.3 3.0 1
1990-1991 37.2 2.5 4.8 41.4 23.5 6.1 19S9-1991 20.s 4,2 8.3 32.7 '18.9 4.6
Msl. F.
37
Metal
Total
38 31-38
2.6 -2.8 6.9 -1.1 4.7 -1.9
8.4 21.3 14.9
Respondenrs1988514351577
Table E.2.12
:
Employment Increasss by Firm Type (% per annum)
All
Sales ownership Technology Employment Size High Low Fast Slow Large Small Fast Slow
Export
Firms >307o <30% PMDN PMA BUMN
1989-1990 8.4 10.9 6.9 10.6 2.6 -3.63 11.6 5.2 10,0 5.0 8.2 12.4 7.9 7.5 19s0-1991 21.3 16.2 24.5 24.8 4.9 1.8 25.2 12.7 32,9 -4.84 23.0 -7.98 12.1 21.7 1989-1991 14.9 13.5 15.7 17.7 3.7 -0.89 20.4 8.9 21.5 0.1 15.5 2.2 10.0 14.6 Resoondents
Table E.2.13
:
77
19
58
65
4
3'l
Total %
40
43
34
Foreign Workers by Occupation and Sector
Food Textilo Wood Paper Chem. N. Met
Managerrs Professionals Technicians
37
I
32
33
34
52
35
B.
36
Met. F.
37
Metal Total 38 31-38
3 4 1 2 348.3 9 4 18.8 8.3
17
10 1
621017 12.5 4.2 20.8 35.4
-
19
%
31 13
64.6
48
100.0
100.0
27.1
46
31
13
59
did not report any turnover or vacancies, is likely to have affected the average figures. Nevertheless only 16% of the remaining firms reported vacancies against 26Vo in the previous
enqurry. Of the 284 WtaJ vacancies reported, 30% and24Vo consisteA respectively of technicians and trade and crafu workers. Managers and professionals accounM for another l}Vo
of
the
total.
Employment opportunities in the manufacturing sector in East Java can be better gauged
by assessing trends in total employment in the surveyed firms in the past three years. For the 77 fnms for which such data is available, employment expanded by 8Vo betwenn 1989 and 1990, and by a massive 2lTo betwenn 1990 and 1991. The latter was spearheaded by the food and paper industries which increased employmentby 37% and 41% respectively. In each case, the employment growth determined most
in the largest firm, by 100% and 50% respectively in food and paper,
of this growth. If one excludes these two firms, employment expanded in
aggregate by about 15% betwe*n 1990 and 1991, Chemical, paper, basic metal and non-metallic
mineral industries also experienced significant growth (23%,8%,7% and 6Vo). Textile and wood industries experienced only moderate growth relatively speaking (5% utd 2%), while employment in fabricated metal industries fell consecutively in 1990 and 1990 by 3% and l%.
In the previous year only textile, wood and paper industries had significantly increased their work force. It is also of some interest to note that larger firms and private Indonesian firms fared relatively better than smalier and foreign firms respectively, while export orientation seemed
to make little difference in this respect (tables 2.11
and 2.12).
Table 2.5 above also presented employment trends by firm type and can be compared
with the aggregate picture just described. Respectively 79% and 84Vo of the firms provided information on their recent trends in employment and sales. Some 28Vo of these estimated that thefu employment had grown by more than
l0% bfi 7A% of these were in turn large firms.
Some 17Vo estrmated thattheir sales had increased by more than 30Vo n nominal terms in the past year. Thus, the remainingT2% of the firms surveyed experienced either moderate (less than
-20-
l0%) or no employment increase, and 83% of the firms experienced moderate (less than 2070) or no sales increase in real terms, if inflation is taken at around L0% p.a. Because of the skewed distribution of employment towards larger firms, and because larger firms were more successful
in increasing their sales and work force in general than smailer ftrms, a somewhat djfferent picture emerges when employment iS aggregated across sectors and across all firms. As mentioned above, manufacturing employment in aggregate increased by 9Vo between 1989 and 1990, and22% between 1990 and 1991, or by 15Vo p.a. over the 1989-91 period.
Against this background
it is interesting to examine the firms' future
prospects
as
perceived by their own managers. Prospects for output increases in the domestic and export markets in the next three years were judged to be quite favourable, i.e., higher than in the past,
for respectively 52Vo
and 47Vo
of the companies (response rate 86To
and 46To)
for all
sectors
except basic and fabricated metals. In the latter only 25To of the firms expected output increases
higher than in the past. The remaining firms were more or less equally divided between no increase, slower than in past, and same as in the past. Inrger fltrms, state-owned and foreignowned firms and export-oriented firms estimated their future prospects to be somewhat brighter
in both the domestic and export markets. 90%-1007o of the state-owned and TAVo-80V0 of the foreign-owned companies expected higher than in the past sales respectively in the domestic and
export markets in the next three years. High technology firms expected to do better than low technology firms in the domestic markets $ATo) but not in the export market.
The number of foreign workers in manufacturing industries in East Java remained quite small at around 48 or 0.057o of total employment, but this is stiil much lower than the 0.2V0 reported
in an earlier survey (table 2.13). Most of
those reported here worked
in paper
and
chemical industries, and as managers (65To), professionals (\Vo) and associate professionals (8Vo).
-2t-
2.6. Sub-Contracting and Contacts with Small-Scale Industries
The vast majoriry of surveyed frrms, 80Vo, did not repoft undertaking any sub-contracts for other
firms at all. In most of the remaining
2OVo
which did, the value of these was less than 10To (7%
of frrms) and 1O%-25% (8% of the firms) of their output. The incidence of sub-contracting was highest in lextile frms (40Vo) where a larger share (25%-50%) of work was also contracted in (see annex tables
2.t2
and 2.13).
A similar proportion of firms maintained contacts with small-
scale industies (19%) across all sectors except paper and basic metal industries. The average
number of small industries was 7, ranging from 3 to 6 in most sectors. Only in wood industries
was this figure much higher at 18 small companies per flrm. The size of these small firms averaged around 20 workers, except in textile where
it was 40. The food and fabricated metal
industries were the most likely to sub-contract the supply of materials and components, while wood and textile industries preferred to sub-contract the production or assembly of final goods, presumably to meet export orders.
A large
number of firms (32T0) opted
for different
sub-
contracting arra.ngements, without however providing further information (annex tables 2.14 and
2.rs). Three quarters of those with close contacts with small scale industries thought some
of
their smaller partners faced problems which could be corrected by training of their employees.
A third of these, mostly food industries, identified the trade and crafts workers as those most requiring training, followed by operators, supervisors and managers in that order. Technicians and finance managers were not thought to require training (annex tables 2.16 and
2.I7). AII
larger firms identifying such training needs in their associated small-scale firms responded positively to requests to assist them if required.
aa LL-
3. CHARACTERISTICS OF THE WORK FORCE 3.1. Education Level
of the firms provided information on the average educational attainment of their by main occupational groups and gender. Elementary workers, who formed 54% of
Some gOVo employees
the work force, were educated at primary education level or below on average in about 55% of
the firms surveyed. The educational attainment of employees however increased with the level
of the occupational groups to which they belonged. Thus operators and assemblers, who formed ?5Vo
of the work force, were morelikely to be junior high school ieavers rn35% of the firms,
and senior high school leavers in 57 % of the firms. The proportion of firms which employed secondary high school leavers on average rose to 78To for skilled workeis, and virtually
for
IN%
supervisors and technicians (table 3.1). There was little difference between males and
females in this respect.
New elementary workers and operators and assemblers of both genders however
has
attained higher education levels, respectively 30% and 7A% of whom were secondary school leavers (table 3.2). The difference was less pronounced for higher skilled workers such as trades
workers, supervisors and technicians. The response rate for information on new workers was however relatively low (33 Vo), and therefore the pattern of qualification escalation just described should be treated with appropriate caution.
Larger firms were likely to employ better educated male and femaie workers in all occupationai groups. For instance male elementary workers were mostly junior secondary school leavers in 42To of the larger frrms compared with 21% only in smaller firms. Figures for senior
secondary school leavers and above for operators were similarly 66To and 46T0. The same consistent pattern holds for high technology firms for both genders and all major occupational
groups, a factor which is also due to the relatively larger size of higher technology firms. For
-23-
Tabte 8.1: Average Educational Attainment by Major Occupational Groups
Employ't
% Elementary Operators/Assemblers Trade and Crafis Technicians/ Supervisors Others Total
54.1
24.9 6.2 4.9
% Firms whose Work force has on average: Male Female SD_ SMP SMA+ TOTAL SMP sMA+ TOTIL
sD-
37 10 100 7 3s 58 100 6 16 78 100 3 97 100 379q100694100
53
o.o 100.0 r
and service and sales workers 4.A%)
Table 3.2: Educational Level of Employees (% Firms)
Elementary
Operators New
All New All
Male SD and below SMP
SMA and above
Female SD and below SMP
SMA and above
00 31 935 11 11
53 37 10 100
15
55 30 100
712 35 18 58 70 100 100
60279 31 46 35 9275675 100 100 100
-24
25 100
I 56 78 100
100 100 100 100
Table 3.3
:
Education Levels bY Firm size
ElementarY oPerators Small Large Small Large Male SD and below SMP SMA and above
Female SD and below SMP SMA and above
il4812 27 42 91q46 100 100 67 52 35 21 12 13 100 100
3
42
31
100
100
66
50
17
40
24
10 100
59 100
Table 3.4: Education Levels by Technology Level (%)
Elementary Operators High Low High Low Male SD and below SMP SMA and above
Female SD and below SMP SMA and above
6B
37
7
28
23
40
15 100
40
100
100
53 100
39
80
45 16
18
100
100
38 47
t z
28 72 100
48 29 23 100
Table 3.5: Education Levels in Selected Sectors Elementary 38
32
Male SD and below SMP SMA and above
Female SD and below SMP SMA and above
Note: 32 = Textile
63 25 12 100 75 12 13 100
75
Operators
32 33 50
13 12 100
17 100
69
62
38
5
45 50 100
19
13
75
t2
25
25
100
100
100
38 = Fabricated Metal
-25
'
instance female operators were senior secondary school leavers and above on average
of the high technology firms compared with
23 Vo
n
?2Vo
inlow technology firms (tables 3.3 and 3.4,
and annex tables 3.3 and 3.4).
There are also differences between industrial sectors, but these emerge only past the elementary skill level. For instance, elemencaqy workers have similar education levels in textile and fabricated metal industries.
@rators
have relatively higher education levels (50V0 vs. 17%
of firms with males with senior secondary education,
and 75%
vs.
13To
of firms with females
with junior secondary education) and so do skilled workers of both genders
in the metal
industries compared with the textile industries (table 3.5; see also annex table 3.5). The sample size is however too small to control for size and terhnology level to pass definite judgement.
More detailed analysis will be underiaken by pooling data from West Java and North Sumatra.
3.2. Occupational Structure
Aggregate and Sectoml Distribution. As mentioned above, elementary workers formed the majority, 54% of the total, of the industrial work force in the surveyed firms in East Java. This proportion was higher than average in food, wood and fabricated metal industries, at around 62%-68% of the total. The textile industry had the lowest share of elementary workers (22%), followed by the paper industry (35%). Both these sectors had however a higher than average proportion of operators and assemblers, 55% and 53% respectively, compared with the average
of 25% for all sectors (table 3.6). The relatively high shares of elementary workers in the largest cigarette firm of 14,0000 employees, and which accounted for half of the employment in the food sector, and of operators
in the largest paper firm of 8,000 employees, accounting for
70Yo
of the total employment in
that sector, decisively determined the average occupational structure of the sample. A previous survey in East Java had estimated the share of elementary workers and operators and assemblers
-26-
Table 3.6:
Aggregate Occupational Structure by Sector Food Textile Wood Paper Chem. N. Met. B. Metal F.
31
TotalWorkers Workers/Firm
Managers/Prof. Managers Professionals Technicians Administration/Serv.
Sales Trades Workers Service and
Total
Workers
U
35
36
37
2,237 5,058 24109820s62A '1,176 477 1,278 1,421 706 447 84t!
2.0 't.0
Metal
Total
38 31-38
12,733 89,998 637
102 882 1.9 0.7 1.2
s.9
5.4
1,0
1.4
1.2
4.6
4.3
2.3 1.0 1.3
2.8
4.6
8.9
7.8
4.2
4.9
4.4 1.2
t2.t
12.4
7.8
3.2
7,9 5.9 2.O
18.1
6.6
3.1 5,5 1.7 3.3 1.4 2,1
5.7
4.3
7.6 4.3 3.2
8.0 4.0 4.0
3.0
15.6 4.2
2.0
2.2
7.7
23.1
7.9
6.2
76.7 86,2 54.6 21.4 22.0 64.8
88.2 52.7 35.5
83.3 34.5 48.8
59.3
51.6
18,2 41.1
24.3
79.0 24.9
27.4
78.1 16.4 61.7
100.0
100.0
100.0
100.0
0.s 0.6
1.1 0.9 0.9 0.6 0.2 0.3
2.3
6.3
3.6 3.3
1.1
10.1
gs
Semi-Skilled/Unskilled 79.s Operators/Assemblers 1l? Elementary
33
28,212 4,765 11,504 11,370 14,119
Firms
Clerks
32
6Z,B
100.0
100.0 100.0
2.6 0.3
100.0
-27
100.0
54.1
:
Table 3.7
Aggregate Occupational Structure by Firm Type
Technology
High
52,116
TotalWorkers
$ize
37,921 63 602
39 1,336
Firms Workers/Firm
ManagerslProt.
2.1
Managers Professionals
Ownership
Large
Small
PMDN PMA BUMN
86,028
3,970 39 102
74,088 86
Lovtt
63 1,366
861
1.8
4.6
0.6 1.5
1.6 0.8 0.8
0.6 1.2
3.1
1.5
1.5 0.6 0.9
Technicians
4.4
5.6
4.8
6.8
4.0
Administration/Serv.
8.8 4.2 4.6
6.9 3.8 3.1
7.8 3.9 3.9
12.1
Clerks Service and Sales
6.9 2.9 4.0
Trades Workers
4.7
6.7
5.3
10.1
4.0
79.9 24.4 55.5
79.2
66.4
27.1 52,1
80.2 25.6 54.7
42.3
83.6 22.7 60.9
100
100
100
100
100
Semi - Skilled/U nskilled Operators/Assemblers Elementary
Total
Table 3.8
: Employment
7.4 4.7
24.1
6,510
of Scientists and Engineers, including as Managers
As Managers
Total
No.
No.
Vo
238
a.26
89
635
a.7l
52
Vo
1991Recruitmen
No.
Vo
Total Scientists Engineers
-28
37.4 8.2
92 36
9,400
610 1,085 940 s.0 3.2 2.1 0.5 2.9 2.6 9.1 9.1 15.0 12.3 11.6 7.8 3.4 4.4 10.3 14.1 60.6 61.3 48.4 31.8 12.2 29.6 100 100
38.7 5-7
at about 4ovo each of the rotal, proportions which would hold here too
if
these two large firms
were excluded. Nevertheless, elementary workers and operators and assemblers together formed
just under 80% of the total industrial work force, a proportion which varied little between sectors. The only exception was basic metal industries which employed a relatively higher share
of trades workers, 23To compared with
6To far
all sectors.
Clerical and service and sales workers accounted for another 47o each of total employment. This share was unusually high at tZTo \n non-metallic mineral industries such as glass and ceramics, due to large numbers of production and transport clerks in the surveyed
firms. Next technicians and
associated professionals accounted
far 5Vo, ranging fuom
3Vo-4%
in textile, wood, paper and chemical industries to 7%-8To in food, non-metallic mineral basic metal industries. The remaining 2% consisted
of
and
managers (0.iTo) and professionals
(l .2To). The latter varied quite a bit between sectors, from a low of 0.2To-0.37o only in textile and wood industries, to a high of 4.3To-4.570 in non-metallic and basic metal industries. Food,
textile, chemical and fabricated metal industries occupied an intermediate position of 0.6Vo-1.37o
of professionals in total employment.
The above aggregate picture of industrial employment already indicates that, beyond
initial company orientation, some
83To
of the work force are likely to require no pre-service
training and little in-service training at all in the case of elementary workers (54To), or limited in-service training in the case of operators and assemblers (25 Vo) and service and sales workers
(4%). Below the managerial and professional levels, pre-service training of a short duration of six months to one year is likely to be useful or required for trades workers (6Vo) and clerical workers (4To), or some IATo in all. Longer pre-service training periods of say 1-2 years may be required for a further SVo of workers consisting of technicians and associate-professionals, and of 4-5 years for the remaining 2% of professionals and managers, orTVo in all.
-29
-
Occupational Structure by Finn Type. Larger and high technology. firms appear to employ relatively less technicians and trades workers than smaller and low technology firms. On the
other hand they employed relatively more workers at elementary level (table 3.7). These differences may be important in the sense that other factors besides economies of scale in the employment of relatively high skilled personnel, such as technology level and relative de-skilling
of the labour force, may be responsible for such occupational shifts. It is for instance quite possible that automatic machinery may cause a switch
in employment from skilled
trades
workers and semi-skilled operators in lower technology firms to elementary assemblers and packers in higNy automated firms.
It is also possible that equipment
maintenance
of complex
machinery is carried out by specialized technicians, under sub-contract or other similar types of arrangements with equipment suppliers, in preference to in-house technicians (see also annex tables 3.4 and 3.5).
However these observed occupationai shifts merit further in-depth investigations and interviews before arriving at firm conclusions. Besides controlling for size in a larger sample
of firms to be provided by pooling data from West Java and North Sumatra, an additional factor which will need to be taken into account at that stage is the potential qualitative differences in technicians'and other skilled employees between high and low technology firms, preferably at the more disaggregated two, three and four-digit occupational levels than the present one-digit differences discussed so far here. Finally differences in firm ownership (table 3.7) and between
export and non-exporr firms (annex tables 3.6 and 3.7) are likely to be due to their different product mix.
Employment af Engineen and Scientists. Science and engineering graduates formed 80% of all the professional workers in manufacturingo the remaining consisting mainly of accountants and
lawyers. Whereas a large proportion of science graduates, 37%, were promoted to managerial positions, a much smaller proportion of engineers, 8Vo, held managerial positions for reasons which require further investigation (table 3.8). The relative position of managers with science
-30-
if and engineering background remained the same in all sectors, and in most firm tYpes, even a higher than average proportion of engineers worked as managers in food, chemical and nonmetallic mineral industries, and in state-owned firms and low technology firms' Smaller firms were an exception to this general rule as a larger share of engineers than scientists were employed as managers (annex tables 3.8 and 3.9).
3.3. Wage Payment System and Wage Rates Wage Payment System. There are four commonly encountered wage payment systems in manufacturing, namely, (i) casual daily, (ii) piece rate or contract work, (iii) permanent daiiy and (iv) monthly payment systems. Only about a third of the work force was paid on the more secure monthly basis (34%), a proportion which however rose to 53% for skilled trades workers
and 80% for supervisors and technicians. The remaining two thirds of the workers were paid either on a casual daily and piece work basis (227o utd l1%), or more commonly on a permanent daily basis (32T0). The latrer by definition only get paid for the number
worked, and not when absent while sick or for any other reason, even
if
of
days
many of them are paid
their wages at the end of the month. Thus the majority of unskilled and semi-skilled production workers, almost hatf of the skilled trades workers, and about 20To of technicians and.supervisors can be said to have fairly insecure wage contracts in their firms (table 3'9).
Table 3.9
:
Wage Payment System by Occupational Groups (% Workers)
All
CasualDailiy Place Work Permanent Daily
Monthly Other Total
Workers Elementary Operators
Trades
Firms % Firms % Firms
22 55 11 38 32 62 34 35 131 100
32 17
37 13
o/o
23151610321 9 11 5 10 52 39 38 27 54 39 60 53 3211111 100
100
-31
-
100
Supervisors
Firms
Yo
1 25 84
1 18 79
Technicians
Firms
lo
1 1
't3 82
1
11
86 1
100
Only selected sectors such as textiles, furniture and fabricated metals made much use of
piece work
for
operators and assemblers. However most sectors employen 20%-30% of
elementary workers on such a basis, and over 30% of them on a casual daily basis, a proportion
which was twice as high as for operators and assemblers. As for trades workers, those on
a
monthly payment system were far less numerous in lextile and wood industries than on average, most of them being either on piece rate or more usually on a permanent daily basis in these two sectors. In the same sectors but also in food and non-metallic mineral industries, about a quarter
of supervisors were employed on a permanent daily basis, the remaining being paid mainly on
a monthly basis.
Except
in the paper industry even around 10Vo of the technicians were
employed on a permanent daily basis (annex table 3.10).
I-arger, foreign-owned and high technology firms were relatively more likely to employ
their operators on a monthly basis (42-4970 vs. 32To-35%) than other firms. The differences were much smaller for more skilled workers in larger and high technology firms, and actually the opposite in the case of foreign-owned firms (55% vs. 80% for supervisors). On the other
hand, export-oriented firms and those whose work force grew rapidly gave relatively lower security to their workers across all occupational groups (annex table 3.11). A number of factors such as product type are likely to be responsible
for the above observations and need to
controlled for an adequate description of wage payment systems. This will be undertaken using a larger pooled sample from other similar surveys.
Wage Rates. For elementary workers who formed 54Vo of the industrial work force, the average wage in manufacturing industries in East Java was just Rps. 78,000 per month (US $39/month)
for persons with 1-4 years of experience, inclusive of benefits and presumably overtime which lends to be compulsory in many firms. This is just around the minimum wage rate set by the
Ministry of Manpower. Since even the latter acknowledges that the minimum wage barely covers 70Vo
of the minimum physical requirements of a single worker, and since there is likely to
a certain amount of over-reporting of wages paid in a survey
-32-
conducted
be
by Ministry of
Table 3.10
:
rsrc
Arrerage Monthly Wage Rates by Sector Elementary Index
Rps.
31
82
105
32 33 34 35 36 37 38
71
91
7A
78
90 104 100
100
128
82 72 78
81
AllSectors
Operators Index
Rps.
-4 Years' Experience, 000
(1
Supervisors Technicians Rps. Index Rps. Index
Trades Index
Rps.
95
238 130 157 195 172 319 508 193
80 149 237 90
100
214
100
106
139 100
169 129 134 165 140 205 242
95
151
100
159
116 88 80
118
122
111
90 82
87
104
106
91
93 111
105 92
109 103 93
96 89 129 104 153
105 95
110 104
100
98
100
110
Rps./Month)
81
117 95
81
84 104
88 129
152
111 61
73 91
lndex 100
126
141
204
274
Average Standard Dev.
80
98
113 19
167 36
239
11
sTD/AvG (%)
11-4
11.4
17.4
21.8
48.1
Elem.
=
100
Table 3.11
:
I
115
Monthly Wage Rates by Firm Type {1-4 Years Experience, Hps./Month) Elementary
ALL
Trades
Operators
o/o
110
78
100.0
98
100.0
<30%
77 78
98.7 100.0
93 100
94.9 102.0
106
93 110
112
95
96.2 16.7 121.8
High Low
80 77
Large
7g 77
75 91
100.0
216
100.0
96.4 101.8
146 166
90.7 103.1
191 223
88.4 103.2
95.5 85.5 154.5
150 129 283 166 153
94.9
105
131
112.2 133.7
94 170
102.6 98.7
98 98
't00.0 100.0
116 104
105.5
101.3 98.7
98
100.0 99.0
112
101 .8
106
96.4
1
Technicians 94.s
Size Small
97
-
33
7o
161
Ownership PMDN PMA BUMN
Technicians
o/o
100_0
Export >30%
Supervisors
%
Vo
169 139
199 1U 408
85.2 188.9
95.0
243 185
112.s 85.6
105.0 86.3
2&3 167
107.9 77.3
93.2 80.1
175.8 103.1
92.1
Manpower officials,
it
would be fair to say that the majority of manufacturing workers are
unlikely to earn more than a subsistence wage (table 3.10).
The wage rate for operators and assemblers, who formed another 25Vo of workers, was
just below Rps. 100,000 per month. This wage went up by 20Vo, 68% and 91 % for persons with respectively 5-9, t0-14 and 15-20 years' experience. Wages for trades workers at Rps. 110,000
per month for 1-4 years' experience were only slightly higher than for operators, but they benefitted from higher salary differentials for experience (30Vo more for 5-9 years' experience. Wages
for supervisors were 63% higher than for operators and assemblers and, as in the
of trades workers, also increased relatively faster with
experienc,e
case
(30% more for 5-9 years'
experience). Technicians earned just over twice as much as operators with similar work experience, and also increased their wage faster still than other occupational groups (37 % more
for 5-9 years' experience).
The large wage differential between operators and trades workers on the one hand, and supervisors and technicians on the other may be due to the fact that the latter may not include "kepala tim" and "mandors", i.€., group leaders and first level supervisors, who may not be
given the title "pengawas" or supervisor. In many companies there appear to be three distinct levels
of supervision: immediate supervisor or group leader of
teams
of
10 to 20 workers; a
number of group leaders would report to an assistant supervisor who would be in charge of a
particular section; assistart supervisors in turn would report to a supervisor, sometimes holding a university qualification, in charge of supervising workers in a whole department or floor in a large company. In future surveys
it is advisable to keep these distinctions in mind and design
more detailed and appropriate questionnaires.
The lowest wages prevailed in wood and textile industries across all occupational groups.
An operator or assembler with 1-4 years' experience was likely to be paid only 82Vo and 90%
of the average manufacturing wage. Gender differences cannot explain all these differences in
-34-
these export-led sectors. While 66To
of production workers in textiles were
females,- this
proportion was only 43Vo in wood industries. The chemical and fabricated metal industries, both employing large numbers of assemblers, also paid below average wages to their workers (90V0-
g5%). At the end of the scale, the food, paper, non-metallic mineral and baiic metal industries paid their employees above average wages (l05Vo-Il0To) in general. Supervisors and technicians
in non-metallic mineral and basic metal industries were even paid 50% to lW% more than their colleagues in other sectors.
I*.rger firms and high technology firms paid progressively higher wages only to skilled workers, supervisors and technicians (10%-30Vo), but not to the reladvely abundant unskilied and semi-skilled workers (table 3.11). Average educationai levels were admittedly higher for
skilled workers in these firms, but this held true even in the case of unskilled and semi-skilled labour compared with smailer and lower technology firms (tables 3.3 to 3.5). The reverse appeared
to hold in the case of foreign ownership, where wages were some 20% higher far
elementary workers and operators and assemblers than Indonesian-owned firms; these differences were reversed in the case of skilled workers who earned
n%-fi
% less than others. State-owned
companies paid progressively higher wages than average for all occupational groups, from2TTo
for elementary workerc, to 34To for operators and assemblers, 55% for trades workers, 76% for supewisors and 897o for technicians. Most employees here not only earned higher wages but are more likely to be employed on a monthly basis. It is possible that these firms are more likely
to respect minimum wage regulations, at the risk of paying their employees above the market wage rates observed in private Indonesian and foreign-owned firms. Technology level and size
may also have some impact on their wage behaviour.
Benefits and Allowances. Employers were requested to estimate the share of total labour costs accounted for by wages, transport and meal allowances and other benefits such as housing allowance, pension and insurance. The share of wages and salaries was estimated at 8l% of the
total labour costs. Another 4To and 8To werc spent on transport and meal allowances. The
-35-
remaining 7% were divided between housing allowance 8%), pension (lVo), insurance (3To) and severance pay (1%).
Wger,
export-oriented and foreign-owned firms preferred to reserve a
higher share of the total labour costs for transport, meal allowances and insurance than others.
On the other hand state-owned firms set 13Vo of their labour costs for housing allowances compared with the 2% average for all firms. There was however little difference between high
and low technology firms and between those expanding their work force and sales rapidly and others (table 3.12).
Tabfe
3.12:
Benefits and Allowances as Share of Total Labour Costs by Firm Type (%) Export >3Oo/" <30%
Wages Transp. Allowance
Owner Technology Employment Size Sales PMDN PMA BUMN HIGH LOW FAST SLOW LARGE SMALL FAST SLOW
82.6 3.2 7.2
84.0
2.1
2.3
0.5 0.4 2.8
Severance
78.2 6.4 9.2 0.8 0.6 3.9 0.9
1.3
1.4
Total
100
100
100
MealAllowance Housing Pension
lnsurance
1.3
3.8' 7.1
73.8 8.2 14.2 0.4 1.0 2.4 100
63.8 4.0 9.8
13.0 6.9 2.2 0.3 100
80.8 4.9 7.3 1.9 1.1
2.7 1.3 100
-36-
82.1 3.2 8.1 1.5 1.2 2.8 1.2 100
83.7 4.5 6.9 0.5 1.0 1.9 1.6
2.8 .'t
78.3 5.0 8.3 2.8 1.6 2.9 1.2
100
100
100
82.1
3.9
7.s 1.5 1.1 1
86.9 2.3 6.7 0.1 0.3 2.s 1.2 100
81.9 3.5 8.8 0.6 2.7 2.4 100
81.9
3.s 7.1
2.4 1.2
2.7 1.1
100
4. CURRENT TRAINING SYSTEM AIYD ACTWITIES 4.1. Overview
The training system in manufacturing industries in East Java remains relatively underdeveloped. I-ess than a tenth of the 102 firmed surveyed employed specialized full-time training instructors
or managers, about the same small proportion boasted specialized classrooms training facilities, and none had an operational training workshop. Only one
firm in five reported incurring training
expenditures in the previous year, and the same proportion had instituted some form
of skill
certification system in their firms. Only a handful of firms (4%) claimed tax relief on training costs, largely because they were unaware of such tax deduction facility. Only one in five firms had undertaken a training needs assessment for their work force. In geheral, larger, foreignowned and non-export oriented firms were twice as likely as others to employ training staff, possess training facilities, undertake training needs assessments, incur training expenditure and
deduct the same from their tax obligations, largely because they could more readily afford training costs. Export-oriented were much less concerned with the above. Finally, although many more companies reported measuring productivi\ $0%), this usually took the simplest form of
monitoring physical output, such as pieces of garment of furniture per worker (table 4.1).
The lack of in-house physical training facilities is reflected in the preponderance of informal training. Although more than half of the firms surveyed reported some form of in-plant training activities in the past year, 8A% of the 55 such training firms provided informal training
only, consisting of on-the-job watching only and on-the-job instruction in about
equal
proportions, while 20/o (IlTo of the total) extended formal classroom or workshop training to
their workers (table 4.2). Just under a fifth of the f,rrms surveyed also made use of off-plant training facilities. Most of these 20 firms also undertook in-plant training rather than substitute
for it, since only 4 firms or
4Vo
of the total use off-plant facilities exclusively.
Because
of this
overlap, some 25 firms or 25% of the total undertook some form of formal training compared
with 58To for all training.
37
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38
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6
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t 6 O a X
d
The findings of the suwey relating to the existing training system and facilities presented
in
are
sections 4.2 and 4.3 below, while actual training activities undertaken in the past
year are presented in section 4.4. Section 4.5 is concerned with the future training intentions of
the firms surveyed. assessment
A
number
of factors must be taken into
of in-plant training activities,
some
consideration
for a
realistic
of which are: (i) more than twice as many fums
reported formal training activities than had specialized facilities such as classrooms or workshops;
(ii) a large
amount
of
reported training (40To) consisted
of training
unskilled
workers, many (90T0) of them newly recruited; (iii) on-the-job watching only formed the major
of workers including skilled trades, supervisory and technical workers; and (iv) many firms reported long periods of training of 30, 60,75 or 90
component
of training for all
categories
days for new workers usually, often consisting of informal training only, raising the suspicion
that firms were referring to trial periods in most of these cases.
In consequence the following general assumptions were adopted to gauge the firms' inplant training effort summarized above: the reported training of elementary workers, likely to be of a company orientation or familiarization nature rather than skills upgrading, and training activities consisting of on-the-job watching only for all workers and on-the-job instruction of new operators and assemblers are assumed to be of secondary importance to on-the-job instruction
of existing semi-skilted and skilled workers, and formal training of both new and existing skilled workers. In addition, except for all off-plant training, all periods of training of longer duration than a month were ascribed to trial periods and therefore ignored.
Most training activities reported by the surveyed firms were directed at new
and
relatively low-skilled workers. Thus, of the 70 or so workers per firm trained in the 59 training frrms in the past year, 54To of all trainees were new workers, a proportion which rose to 60%
if oniy in-plant trainees are taken into consideration.
Moreover, just under 90Vo
of all
new
workers were only provided with informal training. That most such training is likely to have been at a relatively basic level is further confirmed by the dominance
of on-the-job watching
only for new workers as opposed to on-the-job instruction or formal training (66%, 2l% and
l3/o,
tzbles 4.2 and 4.3).
39
Table E.4.2: $ummary of Training Firms and Activities in Previous Year, East Java 1992
Firms No.
o/o
Traineeg/fia@ No %
share
No %
Total
No %Total
102
100.0
AllTraining Firms
s9
57.8
71
100.O
38
53.9
In Plant Training
55
53.9
38
59.8
44
43.1
62.1
33
75.2
10
23.1
11
10,8
64 M n
90.1
Informal Only Formal Formal/lnformal FormalOnly
n n
28.0
5
?s.7
12
61.3
Total
Off Plant Training Off Plant Only lncluding ln-Plant
All Formal
4 7
n
34.9
I 2 0 1
3.e
2.s 1.0
5.9
3,9 6.9
15.7
7 n.a. n.a.
n.a. n,a,
24.5
27
37.9
4
19.6 3.9
16
125
38.7
No % Total
-
9.9
40
00 00 00 5
19.0
5
72.9
n.a, n.a.
n.a. n.a.
1 16.2 n.a. n.a. n.a, n.a.
17
64.3
8.6
Table E.4.3 : ln-Plant and Off-Plant Trainees in Previous Year, East Java 1992 All
Trainees Elementary
% No
No
A. New Workers Informal
Watching only
lnstuction
?242
299
B.
Existing Workers
1s05
641 17 624
Informal
Watching only Instruction
864
Formal
C.All Workers Informal
Watching only
lnsfuction Formal
AllWorkers
All Workers
3747
41.5
159
81.5
57.4
36
19.5
100.0
1725
100.0
77.7
13.3
70
4.6
100.0
195
100.0
42.6 1.1
413
1'f
159
106
Skilled % No % Skiiled
Man./Prof.
423
100.o 18.9
20 100.0
3O8
15.9
24.9 6.1
/"
10
s0.0
5 5
25.0 25.0 50,0
1sO
37.4 10.7 35.5 32.3
115
27,2
38.5
u
886 288
100.0
s8.9
74 100.o
44.9_
15
20.3
15
20.3
79.7
158
32.5
1.7
273
30.8
88.2 43.8
171 48.9
598
67,5
69.2
619 100.0
1309
100.0
34.9
94 100.0
344 55.6 128 20.7 216 34.9 275 44.!
93.9 68.9
72.8
No
15
173 423
45.s 23.1 13.2 11.6 32.3 38.8
713
54.5
301
72.9
596-
61.3
1C
zo.o
20
21.3
69
73.4
67
16.2
c-
53
Off-Plant Trainees
45 10.9
In-plant and Off-Plant Trainees 1725
FormalOnly
All ln-Plant
59.8
lnformal Watching only Instruction
75e
Formal
Share
81.5
1619 1189 430
100.0 41.5 1576 37.9 106
7o
17.7
'100.0
4160 100.0
269
1s30 100,0 1/S60 95.4
89 271
65.9 20,7
31.0
163
7o
100.0 16s 9.1.3 126 46.8 39 14.5 104 38.7 350 100.0 1L9 51.1 2 0.6 177 50.6
86.7.
2584 69.0 1495 39.9 1089 29.1 1
No
ln-Plant Trainees iOO.O
1943 1478 465
Formal
Operators
o/o
100.0 664 100.0 1610 16.0
6.1 320
100.0
38.7
48.2
1014
63.0
Percentage Share of New Workers in In-Plant Training 32.3 43.5 88.7 90.2
38.7 161 100.0 3.9 64.3 136 84.5 2'1.3 40,0
98.9
100.0
48.0 98.4
42.7
63.0
18.1
\tb.3
100.0 25.4
2s.7
66.0
37.8
16.1
14.5
-
4r
51.7
91.3
As for skill level, less than 40Vo of all trainees, a third of them new workers, were skif led trades
workers, technicians and supenrisors, while the majority , 57 %, were elementary
workers or semi-skilled operators, the remainng 4Vo consisting of professionals and managers. Even so half of the skilled workers benefitted from informal training only, and a rhird of these
in turn from on-the-job watching only. Therefore formal technical and supervisory training for skills upgrading was made available to only 17 workers per flrm, or 24% of all trainees and just 1'%
of an average work force of some 1,500 workers per firm. Of these, 12 workers were
trained in-plant while 5 workers were trained off-plant, usually in the premises of joint venture partners.
If
on-the-job instruction of skilled workers is included, this percentage rises to 1.6%.
Finally table 4.4 indicates that the training behaviour of firms did not differ much between sub-sectors, except in as much as relativeiy more textile and chemical firms, both relying on a great number of operators and assemblers, undertook initial training of new workers, and non-metallic mineral firms undertook more in-plant and off-plant training in general, although very few such firms were included
in the sample. That the number of
fabricated meial industries undertaking skilis upgrading and off-plant training was no higher than average was somewhat surprising, although these firms did train a larger number of existing staff
than in other sub-sectors.
Table
E.4.4
tsrc
:
Training Patterns According to Manufacturing Sub-Sectors, East Java
In-Plant Training
Ail
Gode Sample
New and Existing Workers Pers. Perslfirm
Firms o/o
31 32 339
u8 3s
365 376 38 Total
24 10
20
20
102
11 770 333 450 16 360 233 945
46
55
54
80
Off-Plant Training
Existing Workers Only
Firms
781 671 201
71
96 67
14
36
923 278
58
93
80 660
4Q
3738
68
73
729 220 2?2 113 420 120 117 3 21 42
Firms
Pers. Pers/firm
No.
Pers. Pers/firn
No
4g 44 146 62 160
200 25 414
15 21
1
505
6s 6 2211030 73 1 62113s 40 4 200 3 25117s6 138 3 72
20
25
144
11
24 30
4
4
20 60
162
41
5
28
I
56
15
23
t
20
4s2
23
In summary, only a tenth of all firms provided substantive in-plant formal trainihg to their skilled workers, and less than a sixth (12 out of 7I) of the trainees per training firm were provided with such training in the past year. A further 7 and 5 skilled trainees (10% and 7%)
were respectively given on-the-job instruction and off-plant training. excluOing training of elementary workers and operators, and on-the-job watching only for skilled workers on the one hand, and professionals and managers on the other,
it
can thus be estimated that technical and
supervisory skills upgrading training, both formal and on-the-job instruction, was imparted to
l.6Vo (24 persons) of the total work force in the surveyed firms which averaged some 1,500 workers.
If
the training of existing operators through on-the-job instruction and formal training
both in and off-plant is included (6 persons), this percentage would rise to 2% of the work force
in training firms implementing formal training. It should also be kept in mind that these firms only represented a tenth of all the firms surveyed. 4.2 Training Staff and Facilities
Training Staff. Some 15 frrms or l5To of 102 firms surveyed reported employing specialized training staff. Most of these (13) employed training instructors on a full-time basis (8) and parttime basis (5). A smaller number of firms employed training managers and administrators (6), equally divided between those employing them on a full-time and part-time basis (table 4.1).
The figures for full-time instructors were cross-checked with the detailed 4-digit occupational structure
of section 2 of the questionnaire. Those not appearing in the detailed
occupational breakdown of the firms were shifted to part-time instructors. The figures for fulltime instructors, being thus somewhat more reliable than the others, indicate that wood and non-
metallic mineral industries were more likely to employ full-time instructors than other sectors, bearing
in mind the small
number
of firms involved. Chemical industries were also
above
average employers of training staff including training managers and administrators (annex table
4.1). However, of the eight fums with full-time instructors, only four appear to have conducted
formal in-plant training activities. Thus half of the firms that reported full-time training instruclors did not conduct classroom or workshop training on their premises. Though not 43
entirely implausible this casts some doubt on the claims of firms reporting employing full-time instruclors, unless the latter were only devoting their time to on-the-job instruction.
Due to the relatively small number of firms with training staff, a detailed analysis of patterns of employment by firm type is not attempted here although the relevant information is tabulated in annex table 4.2. Nevertheless it appears that foreign-owned companies were twice and three times as likely to employ training staff as state-owned firms and private Indonesian
firms respectively. I-a.rger and fast-growing firms were also 2-3 times more likely to employ full-time training instructors and training staff in general than smaller and less rapidly growing firms.
Tmining Facilifies. A quarter of the firms surveyed reported having special training classroom facilities, more or less equally distributed across all sectors. However, since only a total of 9 firms stated using these for in-plant formal training, some of these classrooms are likely to be used
for other purposes too, such as staff meetings and sales and marketing drives. As for
workshops, only two firms, both food industries, boasted such facilities but neither apparently made use of them
for workshop training. It would thus appear safe to assume that iess than 10%
of all firms had any special classroom facilities, and none of the firms surveyed had special workshop faeilities (annex tables
a3
and 4.4).
4.3. Other Aspects of the Existing Training System
Averuge Tmining Expenditures. Just over 20Vo of the firms reported training expenditure. They were more likely to be food, textile and non-metallic mineral industries. The average expenditure
reported was quite small at Rps. 25 million, although this was twice as high in textile firms (annex tables 4.3 and a.Q.
Tmining Needs Analysis.
A significant number of firms, 2I% in all, reported having
undertaken a training needs assessment of their work force. This proportion was highest for non-
metallic mineral and textile industries (60% and3AVo), and lowest for wood industries (I7% ar 44
1 out
of 9 firms only). These tjrms were likely to be foreign or state-owned, and mostly farge.
They were also twice as likely to have experienced a rapid increase in employment and sales compared with others.
Productivity Measuretnent. Many firms, 40Vo in all, implemented some form of productivity measurement. Textile and wood industries were well above the average in this respect, usually
measuring physical output per worker. Food and paper industries were the least likely to do so
(25% eacfi. Larger, export-oriented firms were more likely to measure productivity, while ownership, technology level and recent growth made littie difference.
Tmining with ITDUs. Some I0To of all firms had taken part in training organizd by Industrial Training Development Units (ITDU),
a
proportion which rose to 30Vo-33% for textile and wood
industries. The paper, chemical and non-metallic mineral industries did not report such training at all, while this was minimal in food industries
such training, compared with 9Vo
(4%).A third of the foreign firms undertook
of private Indonesian firms, and none for
siate-owned
companies. l.arger and fast growing firms were much more likely to have coniacts with ITDUS,
while export orientation and technology level did not make much difference.
Training and Skills Cetification System. About a fifth of all firms had some form of training and skills certification system in place, this proportion rising to 30To
wd
44To
in textile
and
wood industries respectively. Certificates issued by the firm itself was the usual method in 92%
of the cases, foliowed by industry
association and government (4% each). Food, textile and
wood industries were more likely to certify their employees. As for firm type, state-owned firms
were the most likely to implement certification (50%) followed by foreign firms (33%) and private firms (197o), and so were larger firms (30% vs. t0/o). Technology level and recent growth history did not make much difference.
The average number of people certified was about 68 per firm, ranging from one or two
in metal industries to 42 and 62 in textile industries. This was much smaller in state-owned frms than in privat€ Indonesian or foreign companies (6 vs. 50 per firm), and the former tended to
-45
make use of all three systems, namely certifrcation by the firm, by an industry association and
by government. In contrast, private firms relied on their in-house system for the most part (97 T").
Tax Deductionfor Training Costs. Only 4 firms (a%), two wood industries, one chemical and
one fabricated metal industries, deducted training costs from their tax returns. The average declaration was quite small in the case of wood industries at Rps. 1.5 million, and much larger
in the other cases Eps. 60-100 million). Except for one wood firm, all other three firms reported having increased training expenditure as a result of tax deduction, by an average of 3A%.
Joint Tmining Activirtes with Other Firms. Just under 20Vo of the firms surveyed reported undertaking joint training programmes with other firms, a proportion which is similar to that of firms undertaking off-plant training activities, and of firms undertaking in-plant activities for all occupational groups except elementary workers. These firms were more likely to be food, wood and fabricated metal industries. Most of this training was organized by government institutions
(57%). About 30% of such training was organized by industry associations or specialized, training firms. Suppliers and buyers did not mount joint training programmes for the surveyed
firms. I-arger firms and state-owned firms were more likely to undertake joint training programmes with other firms. Export orientation, whether the company was foreign or national
private, technology level and rerent growth history did not appear to make much difference in this respect (annex tables 4.11 and 4.12).
Some 90% of the firms stated that joint training programmes would be useful. This high response may
il
part be due to the fact, that respondents were asked,
programmeso to give reasons for not showing interest
in
if not keen on joint
such training activities. Nevertheless
most firms in the latter category stated that their in-house training was adequate for their needs.
High training costs and training not tailored to their needs were the other two major reasons for lack of interest in joint training programmes. High labour turnover as a result of such activities,
46
and difficutty in ensuring cooperation with other firms ranked relatively low
in this respect
(annex tables 4.13 and 4.14).
Recent Trends
in Tmining.
Less than 4AVo of the firms reported increasing ttre amount of
formal and formal training provided to their employees in the recent past. Another 16To stated that this had remained the same, while those who did not know or did not respond accounted for another 40Vo. The remaining 4To had apparently decreased training activities in the past three
yea$. These proportion were maintained across most sectors. As for differences by firm type, larger and export-oriented firms and state-owned enterprises were most likely to have increased
training in the recent past.
The main reason given for conducting training was quality improvement through higher
worker skills in 80% of those responding. However the response rate was quite low at 43To of the total surveyed firms, since only a minority of firms conducted training in the frrst place. Increased output through better worker skills ranked in second place (55%). This was followed
by minimizing labour turnover, although labour turnover was not regarded as a serious problem in general in a previous section of the questionnaire. Improvement of worker attitudes and sense
of loyalty, the other two choices in this question, ranked relatively low. There were little differences across sectors and firm types in this respect (annex tables 4.i5 and 4.16). Reasons Limiting Investments. Firms were asked to grade, on a one to four scale, the main reasons limiting investments
in training from a list of eight possible choices, ranging from
affordability to lack of knowledge. None of the choices were considered very relevant, as lIYo
at the most considered them as being a particularly serious constraint. Considering this low response, hat training was not affordable was identified as the most serious constraint (LI%),
followed by the view that on-the-job learning by doing was the most relevant reason for not investing more
in training (8%). The lack of knowledge about training techniques and
management of training programmes ranked thkd (7To). Bearing in mind the very low response
rates, these opinions did not differ much according to firm type or sector (table 4.5; see annex tables
4.t7
and 4.18).
47
Table E.4.5
Reasons Limiting lnvestment in Training by Sub-Sector (% Firms Expressing Serious Constraint)
:
Ail
1 Not Affordable
2 High Turnover 3 Lack of Knowledge 4 Learning by Doing 5 Poaching of Skilled Lab. 6 Schooling Sufficient 7 No Benefit in Training
I Demand tor higher pay
Besponses Avg. No. of
Sample
Responses
11
%
5 7 8 2 3
10.8 4.9 6.9 7.8 2.4 2.9
5
4.9
31
32
3 3
34
35
36
37
38
11
3 1
11 31
1
3 1
2
1
1
41
6
A.4
0.3
13 1.3
24
10
102 100.0
33
-48
2 0.2
46 0.7
10 0,5
20
5
0.3
20
4.4. Training Undertaken in the Past Year
Generul.In this section a first distinction is
made between in-plant and
ofi-plant training, the
latter conducted in training centres away from the plant. Next, in-plant training activities consisting
of
on-the-job watching only and instruction
by
supervisors and co-workers are
considered informal types of training, while training conducted in classrooms or workshops is considered formal training.
All off-plant training is considered of aformal
nature.
Of the 102 responding firms in the East Java survey, 59 firms (58Vo) undertook
some
type of training for their employees. Of these 55 firms conducted in-plant training (16 in combination with off-plant training), and 4 firms conducted off-plant tririning only. The most
important overall observation is that the four out
of five firms conducting in-plant training
provided informal training only (44 firms or 80%) such as on-the-job watching only and on-the-
job instruction by supervisors and co-workers (table 4.2,
and annex table 4.5).
Moreover in-plant training was directed predominantly at new rather than existing workers (46 vs. 21 firms), and was therefore iikely to have been more in the nature of company orientation or apprenticeship than for skill upgrading. That 80Vo of all ftrms conducting training
for new employees relied on informal instruction only, and that a much larger number of firms conducted training for elementary workers (38 out of 55) than for operators, trades workers and
supervisors (about 20 each out of 55) confirms this observation (tables 4.2 znd 4.3; see also annex tables 4.5 to 4.10).
Some 11 firms conducted in-plant formal classroom or workshop training, only a few of
which combined it with informal training (4). A further 16 firms combined off-plant training
with in-plant training. The total number of firms conducting off-plant training being 20, this leaves just four firms entirely reliant on off-plant training. Two other firms conducted formal in-plant training only. Therefore only 22 firms, or 22To of all firms and 37
firms, conducted formal training either in-plant or off-plant. 49
To
of the total training
The textile, chemical and non-metallic mineral industries were likely to conduct more
training than average (70Vo-80%), whereas the reverse was true of wood and basic metal industries (33To). Surprisingly fabricated metal industries did not perform above average in this respect (45%, table 4.4).
In addition, while technology level and type of ownership did not
appear to influence the likelihood of training, export orientation and size of the firm certainty encouraged more firms to train.
is
expected
A more disaggregated break-down at the 3-digit industry level
to reveal more patterns between technology, product type and firm
behaviour, and
training
will be undertaken using the combined larger sample of some 350 firms from
West Java, East Java and North Sumatra.
Some 70 persons per firm, or 4% of employees, were trained on average in those firms
conducting training. The average size of these fitms, at 1,522 workers, was twice as large as
the average surveyed firm. Just under 9AVo
of
these received in-plant training, while the
remaining received off-plant training (tables 4.2 and 4.3). Some 70% of those trained in-plant
received informal training only, and even this was mostly on-the-job watching rather than instruction. This proportion increased
n 9A% in the case of new workers, who accounted for
the majority of those trained in-plant (607o of the total). Finally 46% of all those trained were elementary workers trained mainly by on-the-job watching (69%).
The picture that emerges from the above is that on-the-job watching only for elementary
workers formed
a
substantial component
of
training activities by the reporting firms.
If
elementary workers are excluded from the above, because their training can be assumed to be
primarily of a company orientation nature, the total number of training firms declines to about 30To
of the total, and the number of persons trained to 35 per firm. Operators, trades workers,
supervisors, technicians and professionals and managers respectively accounted for 3lVo, 42To,
15%,
7 Vo and 5To
of the remaining workers.
Informal Tmining Activities. As mentioned above
9AVo and
42% of existing workers and new
workers trained received informal training only. While on-the-job watching by elementary
workers accounted
foi most of this in
the case 50
of new workers (76%-80%), on-the-job
instruction
by
supervisors and co-workers
of operators,
trades workers and supervisors
dominated informal training for existing workers (98%). The relative share watching only and on-the-job instruction was maintained in
all
categories
of
on-the-job
of new workers,
whereas on-the-job instruction was the preferred method for existing workers.
In two thirds of the
cases
training for new workers focussed on the production process.
Equipment maintenance training was the next most important topic for IL% of new workers. Quality control methods, equipment maintenance and production process were the three most popular topics for about a fifth of all existing workers who received training in each case.
Formal Training Activities. Slightly more firms reiied on formal training for upgrading the skills
of their workers than for training new workers (10 vs. 7). Twice as many firms however made use
of off-plant training centres. Overall 27 persons or 2% of the work force
some form
also
received
of formal training in the past year, consisting of 7 in off-plant facilities, and 20 in
in-plant facilities. Of these respectively 5 and 12 persons were skilled workers. Not all this training was for upgrading since 5 new workers also received formal training. The duration of this training varied from 9 days in the case of in-plant training to 12 days in off-plant centres. Operators and trades workers formed the majority
of
in-plant trainees while supervisors,
professionals and managers formed the majority of off-plant trainees.
A variety of topics were taught in formal training programmes. The most popular topics however were quality control management and methods, equipment maintenance and operation
and production process. This is confirmed by the location
of off-plant training, which
was
implemented in the premises of joint venture or license partners in just over half of ail the cases, although the number of firms involved was small, four only. About 20Vo
of trainees from
9
firms were in addition sent to govemment centres, and a further 8To to equipment or material suppliers. Seven and five out of the 20 firms conducting off-plant training also made use of management institutes and industry associations.
51
on average technicians, supervisors, professional and
managers were 5 !o 6 times more
likely to receive formal training than trades workers. The latter were in turn 5 times more likely to be formally rained than operators. Therefore operators were about 30 times less likely !o receive formal training. Classroom training was concentrated in food and fabricated metal industries, but also took place in wood, paper and non-meallic minenl industries.
The information on workshop facilities and training was inconsistent. Only two firms staled conducting in-plant training
in a workshop, a wood firm and a fabricated metal firm,
training respectively 3 and 30 new operators, and 10 additional existing staff in the case of the wood firm. However these statements contradicted the fact that neither firm reported training workshop facilities. Only two firms stated in-plant workshop facilities, both food, but neither
of these conducted workshop training. 4.5. Future Training Intentions
Assistance
in Advisory Semices. In general very few
companies expressed much interest in
training related advisory services. Only a minority expressed interest in making use of
such
services related to training of trainers (297o), training needs assessment (about 23%), technical
support services (19%), and less than I0To in preparation of training curriculum and materials,
skilis certification and training evaluation. Only assistance related to measuring productivity found significant favour out of a list of seven consultancy services which firms would make use
of, if available (45Vo).l,arger, export-oriented firms were more likely to make use of advisory services than others
in
general. Technology level and recent growth history made little
difference. In fact low technology firms were more likely to request technical support assistance than high technology ones (annex tables 4.19 and 4.20).
In-PIant and Off-Plant Tmining. Respondents were requested to provide information on the number of employees their firms would consider training
if government were to provide partiai
subsidies for direct training costs. Corresponding information on the occupational group of the
empioyees, subject of training and location of training, either in-plant or off-plant, was also 52
subsidies was not coliected' Some collected. Information on training pians without government interest in subsidized training 80 firms, or just under 80% of the f,rrms surveyed, showed
in the past year also programmes. since almost all the firms undertaking formal training programmes 123 out of 25 firms)' expressed interest in taking part in future subsidized training programmes which would be the number of new firms without previous formal training 57 or 56vo of the surveyed firms (table encouraged by government subsidy to do so amounted to
4.6). and supervisors, Many firms were interested in subsidizing training for their managers and professionals' Almost half and eight flrms were in fact only interested in training managers workers, a proportion of the firms surveyed expressed interest in training these two groups of technicians, which decreased ta 30?o-40v0 for other workers such as professionals,
trades
likely to make use of subsidized workers and operators. larger, export-oriented firms were more to ownership or programmes, but otherwise the firms' response was little different according technology level.
It should also be noted that those firms responding to this question
tended to
be selective to identify training needs for most of their occupational groups rather than
cert;ain
occupations.
per firm' almost twice the The average number of persons to be formally trained was 50 Furthermore a closer number of people formally trained in the previous year without subsidy' look at the f,rrms which did undertake formal training before indicates that these are in fact the 107 per firm, or firms which would significantly increase their number of trainees from 27 to of new firms would about four times their present numbers. By compadson, the requirements
government subsidy would be much more modest at some 27 persons per firm. A major effect of training, the latter thus be to concentrate such resources in firms which already undertake formal
likely to undertake training for four times as many workers per firm unless specifically denied, off-plant training
of
as newer
firms. Moreover,
managers and professionals is
significant portion of these resources.
53
likely to claim
a
r E6
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e2
As expected the choice of training location varied according to the occupational group
of the future trainees, off-plant training being least favoured for operators and trades workers
and most popular for managers. Training for supervisors and technicians occupied
an
intermediate position. Overall four times as many p€rsons would be trained in-plant relative to
off-plant locations. The topics of training were quite varied and differed with the occupational groups as shown in table 4.7. Due to this diversity, the information collected on this topic is
difficult to summarize adequately, however the following points can be noted. Quality control management and personnel management were the most popular subjects
for managers, while
quality control methods and safety management were the most popular choice for professionals, followed by productivity management.
Supervisory skills, productivity management and quality control rhethods were the most
popular skills required for supervisors.
In addition safety training also ranked high for
supervisors. Equipment maintenance and operation dominated the firms' choice of skills for technicians and trades workers. In addition, technicians were required to be trained in quality
control methods, while trades workers were targeted for better understanding of the production process.
In fact the latter skill was also the most popular choice for operators, who were in
addition required to be trained in safety procedures and equipment operation.
With rare exceptions, the topics chosen were more or less the same whether the training was to be held in-plant or off-plant, making it difficult to assess the respective advantages of in-
plant and off-plant from the point of view of the firms. In-depth interviews are required to complement the survey findings for a better definition of training courses with respect to topics,
training location and other characteristics, the demand for which can only be assessed in the broadest of terms in a questionnaire survey of the present kind. Moreover nothing has yet been
said about the cost
of training
courses, which,
in the final analysis, is likely to
decisively
determine the effective demand for formal training, particularly for the more expensive off-plant courses.
55
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.g
c
r!
E o N
o
FF
o o
=S)-
o o '5 o
ro
lf
lt
o o
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E
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.9 tttE
?,
t 'ri o D o
€ePFe gE! o o th
sgFFssfis: 56
Off-plant training was somewhat more popular for smaller firms especially for supervisors and above, presumably for lack of facilities and trained staff on the premises, and
for state-owned companies, while the reverse was true of foreign-owned firms. In fact the latter showed responded with the largest number of requests for training, some 400 employees per
firm compared the average 50 mentioned earlier. I^arger firms wanted eight times more people to be trained than smaller ones, and high technology twice as many as 1ow technology firms. State-owned firms wanted twice as many people trained as private national firms.
57
5. SUMtr{ARY AND CONCLUSIONS 5.1 Summary of Main Findings General Firm Characteistics.
A
survey
of
127 manufacturing,establishments
in East
Java,
focussing on larger firms, was undertaken to provide information on their current training system, and on in-plant and off-planitraining activities implemented in the past year. In addition
information
rd/as
also collected, among others, on the detailed occupalional structure and broad
educational levels
of the work force and
various firm characteristics, such as size, product,
technology level, export orientation and costs of production. This is
in order to establish
relationships between the training system in place on the one hand, and the firm characteristics and the skill level of their employees on the other.
The sarnple was designed to cover all firms of 500 workers and above in Surabaya, Gresik and Sidoarjo were selected for this purpose from the 1989 CBS listing of large and medium scale industries. Progressively smaller sampling fractions were selected for firms in three additional smaller size categories to obtain a random sample of smaller firms across all manufacturing sectors. Some 102 firms adequaiely completed a fairly elaborate questionnaire by the set deadline, giving and overall response rate of 80 %.
The average size of the surveyed firms was 880, or six times higher than the average manufacturing establishment in East Java. Two thirds of the firms employed more than 250 workers, and two firms
in particular, a cigarette
producer and
a paper plant, employed
respectively 14,000 and 8,000 workers. Production workers accounted employment, and females formed 47Vo
for 86% of
total
of this total. Textile, chemical and food industries
empioyed relatively more women workers. Over 607o,of the fums used- relatively iow technology. As expected the technology used was determined by the type of product manufactured. High technology firms using computer-controlled and automatic equipment were
concentraM in paper, chemical and basic metal industries, and were otherwise rarely found in food, textile, wood and light metal industries. Similarly quality control equipment was primarily 58
used in pharmaceutical, plywood, ceramics and electrical product industries, but seldom-used
in other sectors. About a quarter of the firms, mainly large, exported more than 3A% by value of their products but their products were relatively simple such as plywood, rattan furniture and plastic footwear. The vast majority of the surveyed firms were Indonesian-owned (84Vo), followed by state-owned companies (l0%o) and foreign-owned firms (6%). Almost all the firms in the last
two categories employed more than 500 workers. For the 77 firms for which data is available, employment expanded by 8% between 1989 and 1990, and by a massive 2I% between 1990 and 1991.
Quatity Control System. Statistical procedures were used in less thffi 20% of the firms, mainiy in wood and non-metallic mineral industries. The most popular quality control system were therefore on-line inspection by supervisors (75%), followed by work station inspection by the
workers themselves (72Vo). Inspection after work completion and inspection by buyers or contractors were relatively unimportant (less than IA% of the firms), except in the textile sector.
Larger, export-oriented firms, foreign-owned firms and high technology firms were twice
likely as other firms to make
use
as
of statistical procedures in addition to on-line inspection by
supervisors and workers. It is interesting to note that notwithstanding the above, The majority
of the fums, particularly export-oriented and foreign-owned ones, rated their product quality
as
equal or superior to that of ASEAN or foreign competitors.
Sub-Contracting and Contacts wilh Small-Scale Industries. The vast majority
of
surveyed
firms, 8ATo, did not report undertaking any sub-contracts for other firms at all. In most of the remaining 20To which did, the value of these was less than a quarter of their output. A similar
proportion of firms maintained contacts with small-scale industries. The average number of small industries was 7, ranging from 3 to 6 in most sectors. Only in wood industries was this ftgure much higher at 18 small companies per firm. The size of these small firms averaged around 20
workers, except in textile where it was 40.
59
The food and fabricated metal industries were the most likely to sub-contract the supply
of materials and componentsn while wood and textile industries preferred to sub-contract the production or assembly of final goods, presumably to meet export orders. Three quarters of those with close contacts with small scale industries thought some of their smaller partners faced
problems which could be corrected by training of their employees. A third of these, mostly food industries, identified the trades workers as those most requiring training, followed by operators, supervisors and managers in that order.
Impoftance af Lack
of Skilk as a Prablem. From a list of some 25 production
problems
including the skills of various categories of workers, the low quality of raw materials and components ranked as the most serious problem (4lVo of firms). This was followed by low
quality of goods produced (37V0), delays in material delivery (35%), availability of electricity and water (34%) and wastage of materials (33%). Missed deadlines also ranked quite high for
many firms (27%).
Only 25 % of firms cited the quality and skills of the work force as an important problem, and this is ranked seventh or eight in the list of 25 problems. Nevertheless other more imporrant
constraints identified by the firms, such as quality of raw materials and components, quality goods produced, delays
in material delivery Q5%) and missed
of
deadlines are to some extenr,
though not entirely, skill-related issues. However, the number
of frrms which had initially
expressed concern about labour skills dropped quite significantly when probed further about
specific types of skills lacking in their workers, except for quality control management. The relatively lower level of response when required to pinpoint specific skill problems somewhat deflates even further the already small proportion of firms expressing concern with labour skills.
Pre-Sewice Tmining and Mucational Planning. Unskilled elementary workers and semi-skilled operators and assemblers formed about 8A% of the work force. By definition unskilled workers
require little
if any vocational training, while semi-skiiled
acquire the skills required on-the-job and
operators and assemblers can easily
in the work place.
Besides an adequate general
education background therefore, the vast majority of industrial workers are not likely to require
60
specitlc vocational training before entering the world of work. Pre-service training of a short duration
of six
months to one year is however likely
to be usefui, although not altogether
indispensable, for about 6To of the work force consisting of skilled trades workers, and for a
further 8Vo ofadministrative and clerical workers. Vocational or professionitraining of perhaps up to two years is likely to be required in the case of the 5Vo oi technicians and other associateprofessionals, and of four to five years for the remaining 2% of professionals and managers in manufacturing.
The pattern and scope of pre-service training requirements just described is unlikely to change much with the adoption
of more complex and automated equipment
and production
processes, since the higher technology firms surveyed in East Java as well as in West Java and
North Sumatra employed proportionally less trades workers and technicians than low technology
firms in virtually all sectors of industry.
Payment System and Wage Rates. Only about a third of the work force was paid on the more secure monthly basis, while the majority of the workers were under relatively insecure work
contract such as casual duly (22To), pix,e work (1lTo) and permanent duly (32To) systems. Almost half of the skilled trades workers, 20% of supervisors and
13
% of technicians were also
employed either on a casual basis or more commonly on a permanent daily basis.
The average wage in manufacturing industries in East Java was just Rps. 78,000 per month for elementary workers (54% of the work force) and Rps. 98,000 for operators and assembiers (25% of the work force) with 1-4 years of experience. This wage went up by 20%, 6870
wd9I%
for persons with respectively 5-9, i0-14 and 15-20 years' experience. Wages for
trades workers at Rps. i10,000 per month
for
1-4 years' experience were
only slightly higher
than for operators. Wages for supervisors were 63% higher than for operators and assemblers
and increased relatively faster with experience QA% more for 5-9 years' experience). Technicians earned just over twice as much as operators with similar work experience, and also increased their wage faster stitl than other occupational groups (37 experience).
6L
% more for 5-9
years'
The lowest wages prevailed in wood and textile industries across all occupational groups.
An operator or assembler with 1-4 years' experience was likely to be paid only 82% and gAVo
of the average manufacturing wage, close to the minimum wage raie set by the Ministry of Manpower. Since even the latter acknowledges that the minimum wage barely covers 75% of the minimum physical requirements of a single worker, and since there is likely to be a certain
amount
of over-reporting of
wages paid
in a survey conducted by Ministry of
Manpower
officials, it would be tair to say that the majority of manufacturing workers are unlikely to earn more than a subsistence wage.
While most manufacturing industries may be paying the market wage rate for unskilled workers who are in plentiful supply, most, with the notable exception of foreign firms, are apparently unmoved by the efficiency wage argument which contends that higher wages often encourage higher efficiency on the part of the workers for various reasons, among other, better
physical and mental condition of the workers, and psychologicai factors such as better morale,
motivation, enthusiasm and commitment to the firm.
For reasons which require much more detailed investigation and in-depth interviews than a general survey can hope to produce, most manufacturers including exporters have not made
or are unwilling to make the link between better wages and quality of goods produced, even though the latter is cited as one of the most important production constraints. possible that product Quality
It is of course
is merely stated as an important production constraint, while
manufacturers in reality target relatively low-price product markets, both at home and abroad.
The quality standards of the latter are likely to be easily met by the present labour management system, characterized by low wages and a high degree of control of the work force, further enforced by tight supervision and a strong presence of security guards.
In
these circumstances, cost conlainment would become the major objective, translating
itself into pervasive subsistence, though market-determined, wages for unskilled and semi-skilled
workers. Further routine cost-cutting exercises would affect the procurement of iow priced raw materials and components of lower or inferior quality. When 62
it is recalled that low quality of
raw mat€rials and components was cited
as the most
important conskaint affecting manufacttring
production, it is difficult to ignore the cost-quality relationshiP, and to escape the conclusion that
firms readily realize that "quality is made in the boardroom", and not primarily on the
shop
floor.
Cun'znt In-Plant
llaining
Systen. The faining system in manufacturing indusfies in East Java
remains relatively underdeveloped. I-ess than a tenth
of the 102 firmed
surveyed employed
specialized full-time training instructors or managers, and the same small proportion boasted specialized training facilities such as classrooms. Only one
firm in five reported incurring
training expenditures in the previous year, and the same proportion had instituM some form of
skill certification system in their firms. Only a handful of firms (4%) clarmed tax relief
on
training costs, largely because they were unaware of such tax deductioir facrury. One in five firms only had undertaken a uaining needs assessment for their work force.
In general, larger, foreign-owned and non-export oriented frrms were twice
as
likely
as
others to employ training staff, possess training facilities, undertake training needs assessments,
incur training expendifure and deduct the same from their
ax
obligations, a situation which
confirms their ability to pay for training costs. Export-oriented were much less concerned with the above. Although many more companies reported measuring productivity (40T0), this usually
took the simplest form of monitoring physical output, such as pieces of garment of furniture, per
worker.
Tmining Activities Undertaken in the
Pqst Year. The lack of in-house physical training facilities
is reflected in the preponderance of informal training. Although more than half of the firms
of in-plant training activities in the past year, SATo of the 55 training firms provided informal training only, while 20To (llTo of the total) extended formal surveyed re,ported some form
classroom or workshop raining to their workers. Just under a fifth of the firms surveyed also made use of off-plant raining facilities. Most of these 20 firms also undertook in-plant training
rather than substihrte for
it,
since only
4 firms or 4% of the total use off-plant facilities
63
exclusively. Because of this overlap, some 25 firms or 25Vo of the total undertook some form
of formal training compared with 58% for all training.
Viewed from the perspective of the number of workers trained over the past year, it would appear that most training activities reported by the surveyed firms were directed at new and relatively low-skilled workers, and is likely to have been
nature and initial
primarily of
a company orientation
job training rather than skills upgrading. Thus, of the 7A or so workers per
firm trained in the 59 training firms in the past year, some 60% of ail in-plant trainees were new workers. Moreover just under 90% of all new workers were only provided with informal training. That most such training is likely to have been at a relatively basic level is further conhrmed by the dominance of on-the-job watching only for new workers as opposed to on-the-
job instruction or formal training. As for skili level, less than
40Vo
of ail trainees, a third of them new workers, were
skitled trades workers, technicians and supervisors, while the majoity,5T%, were elementary workers or semi-skilled operators, the remaining 4% consisting of professionals and managers. Even so half of the skilled workers benefitted from informal training only, and a third of these
in turn from on-the-job watching only. Therefore formai technical and supervisory training for skills upgrading was made available to only 17 workers per firm, or 24Vo of all trainees and just
l% of an average work force of
some 1,500 workers per frrm. Of these, 12 workers were
trained in-plant while 5 workers were trained off-plant, usually in the premises of joint venture partners. This percentage would rise to I.6To
if on-the-job instruction of skilled workers is aiso
included.
In summary, only a tenth of all firms provided substantive in-plant formal training to their skilled workers, and less than a sixth (12 out of 71) of the trainees per training firm were provided with such training in thepast year. A further 7 and 5 skilled trainees (10% andT%) were respectively given on-the-job instruction and off-plant training. Excluding training of elementary workers and operators, and on-the-job watching only for skilied workers on the one
hand, and professionals and managers on the other, 64
it
can thus be estimated that technical and
supervisory skills upgrading training was imparted to t.6Vo (24 persons) of the total work force
in the surveyed firms which averaged some 1,500 workers. If the ftaining of existing operators through on-the-job instnrction and formal training both in and off-plant is included (6 persons),
this percentage would rise to 2% of the work force in training firms implementing formal training. It should also b,e kept in mind that these firms only represented a tenth of all the firms surveyed. Finally the above training patterns do not appear to vary from one sub-sector to another, although this remains to be confirmed in a larger sample of firms.
Use
of Technical Ailvisory Semices.In general very few companies expressed much interest in
training related advisory services. Only a minority expressed interest in making use of such services related to training of trainers (29%), training needs assessment (about 23Vo), technical
support services (l9%o), and less than tTyo in preparation of training curiiculurn and materials,
skills certification and training evaluation. The lack of concern regarding skill issues in general and the current relativ'ely low level of in-plant training is therefore further reflected
in
the
limited use of technical advisorv services firms would make use of in this area.
Future Truining Intentions. Some 80 firms, or just under 80% of the frrms surveyed, showed interest in subsidized lraining programmes. This high response is to be expected when a third
party, government in this case, offers to pay part of the cost of training which would exclusively benefit the firms. Sinr:e almost all the firms undertaking formal training in the past year also expressed interest in taking part in future subsidized training programmes (23 out of 25 fums),
the number
of new firms
without previous formal training programmes which would be
encouraged by govemment subsidy to do so amounted to 57 or 56To of the surveyed firms.
Many firms were interested in subsidizing training for their managers and supervisors. Just about a third of all suweyed firms were interested in training skilled and semi-skilled production workers through tnining courses. Since firms already undertaking formal training would greatly expand their training programmes (four times as many workers per firm iui newer
firms), while new firms would only make modest raining support requests, government subsidy is tikety to concentrate such resources in firms already undertaking training. Moreover, unless
65-
specifically denied, off-plant training
of
managers and professionals
is likely to
claim
significant portion of these resources.
5.2, heliminary Conclusions
This survey of predominantly large manufacturing establishments in East Java
has
provided a number of very interesting and imporant insights into how their managers perceive the role and importance of in-plant training of their workers and of labour skills in general.
The most important indications that firms may be generally satisfied with the present level of quality and skills of their work force are:
(a)
lack of specialized training staff and physical facilities in 90% of the firms surveyed, and absence
(b)
of operational training workshops in all firms surveyed;
relatively limited active programmes of training such as on-the-job instruction of skilled workers and formal training of a1l workers (only one in ten firms, and covering at most
2% of their work force), most existing training programmes aimed at induction
and
initial on-the-job training of new recruits rather than skills upgrading;
(c)
lack of training expenditure in 80Ta of the firms, and virtually total absence of firms claiming tax reduction for training costs;
(d)
payment
of
subsistence wages and prevalence
of a "control"
system
of
labour
management, which can in turn only result in minimum effort and enthusiasm on the part
of the work force:
(e)
relative insecurity of wage contract of at least two thirds of the industrial work force, where most unskiiled and semi-skilled workers and a significant proportion of skilled
66
workers are usually paid on a permanent daily basis or casual temporary basis, a situition
which is unlikely to encourage investment in training by fums and individuals alike;
in 80% of all firms;
(0
absence
(e)
limited number of frrms completing a training needs assessment of their employees (21%
of skills certification
schemes
of all firms); (h)
lack of interest inTA%-8\Vo of a[l firms in training advisory services such as assistance
in preparation of training
needs assessments, curriculum and training materials design,
skills certification systems, training of trainers, and training evaluation, a situation which
is however quite consistent with the absence of concerted trainini; programmes in most firms;
trar. lethods and management is nOt the most important reason for not investing more in tr.. I;
(D
recognition by the vast majority of firms that lack of knowledge in
(j)
admission that the major reason
for not investing more in training is that
i .
not
affordable", meaning that additional training expenditures are presumabil of lower
priority than expenditure in other areas, and that additional training costs ' presently unnecessary;
(k)
acknowledgement that the poor quatity of raw materials and components is the most important production constraint and, since this is intimately tied to the price the fums are prepared to pay for these and to management policies emphasizing cost containment,
implicit realization that "quality is made in the boardroom", and having a direct impact on raw material procurement procedures, scheduling of work, quality thresholds and other factors over which the workers on the shop floor have little control in practice;
67
0)
general satisfaction with the basic education of workers their handling of equipment and
machinery, and little financial incentives to improve worker skills at present;
(m)
and last but not least, firms without formal training programmes at present showing
limited interest in government-subsidized training programmes and courses for semiskilled and skilled production workers (30% of firms surveyed).
It can be argued that the general lack of concern with the quality and skills of their work force, and the expressed general satisfaction with the basic education level of the work force, is a rational response of manufacturing establishments in their current circumstances. Additional
costs
in higher wages and training facilities and programmes may not be
seen as presently
necessary or profitable, given their product range and the markets they are currently targeting
which are mainly low cost and relatively unsophisticated products for the domestic and export markets. A similar argument could apply to the procurement of low priced and iow quality raw materials and components, a factor which ranked as the most important constraint in production.
That engineers were significantly less likely than scientists to hold managerial positions may be
a further indication that product and processing quality improvements may be low priority concerns in practice.
The expanding export markets in textile, garment, shoe and wood products manufactured
in Indonesia would tend'to confirm that adequate quality standards can and are being met with the present low-wage, high control labour management system and existing level of worker
skills, supplemented by strategic professional personnei, foreign when necessary, as demonstrated in the textile sub-sector. The outstanding growth in recent years of the manufacturing firms in general, and of textile, garment and shoe industries in particular, also
indicates that the required quality standards are being met, Furthermore, the continued expectation of high expansion expressed by most firms also indicates that product quality is not
perceived to be a hindrance to growth in the future. Finally respectively 84Vo and 63 %
of the
firms surveyed rated their product quality at least as equal to ASEAN competitors and world competitors, these shares being noticeably higher for export frms (96% and 74%). 68
In the long term, the response to rising real wage costs may result in frrms beginning to manufacture more sophisticated and expensive products, although the difftculty in manufacturing such products and gaining access to the corresponding markets should not be underestimated. Since rising Indonesian wages may still be far below other industrial producers of similar goods,
the manufacturing sector may continue to target the low cost product markets with relatively
little profit squeeze in the foreseeable future. Assuming that, due to competition from lower wage producers, Indonesian manufacturing firms are compelled to and able to switch to more complex and higher cost products, the latter in turn will require investments in in-plant skills upgrading programmes, higher efficiency wages and more secure wage confacts
to elicit
maximum worker effort and cooperation. Higher wages and skills upgrading are therefore seen as mutually reinforcing in this case. However until Indonesia's comparative advantage in low wages is significantly eroded, which is likely to be some years away y'et, firms are likely to
continue
to show limited interest in
government-assisted in-plant training programmes and
training advisory services, which are likely to be given relatively low priority.
In-plant training of workers can be seen as one component of an overall quality-oriented company culture and philosophy, the adoption of the latter in turn being dictated by the need to compete and survive against other producers of high quality and high performance products. Other components of this culture include a commitment to quality, the payment of reasonable
wages, secure wage contracts, the participation, involvement and cooperation
of workers
in
company affairs, and management-labour discussions.
Government resources may be better and more strategically directed in the first instance
at creating awareness among senior managers and plant owners across the country of
the
importance of worker commitment and in-plant training for the production of quality products. Such awareness should focus on those manufacturing sectors producing relatively sophisticated
products such as motor vehicles, electrical appliances and electronics, which are likely to require a higher degree
of worker skills and commitment, and which are at present principally marketed
in the domestic market. These firms also employ relatively advanced production technologies, and are likely to be more receptive to advice in raining advisory services since a number of 59
them already implement formal training. Furthermore the higher wages and share of workers on monthly payment system in these firms are likely to encourage employers and employees in
further investment in training and human resources.
A
one or two-year project of intensive company sensitization through seminars and
lecfures to employers' associations in selected manufacturing sub-sectors at national and regional
levels, which would include advice and information on the levy and grant system, tax deduction of training resources, and total quality management and quality control circles, and which would make use
of high-profile guest speakers, is considered an essential pre-investment project to
adequately prepare the ground for a larger and more comprehensive in-plant training promotion
prqect. Such a period would also ailow companies interested in making optimal use of in-plant training for higher investments in human resources to begin to introduce complementary and necessary changes in their present labour management system such as more secure wage payment systems and worker participation.
A final
note on the data collected
in this enterprise survey is in order. Only
major
findings, principaliy relating to the in-plant training system and facilities in place, have been covered in this report. Detailed occupational structure dataat the 4-digit ISCO level and 4-digit
industry (ISIC) level, gender differences in occupations, costs of production data for the past
three years, and
a wealth of
other data collected through
questionnaire are still being processed and analyzed, and
a relatively comprehensive
will be documented in later
reports,
including frndings and comparisons between similar surveys undertaken in West Java and North Sumatra.
70
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ALnex Table 2.-3
ie
Tab
2.
3
: Ranking- of skill lssues by occupational Groups and sector (lslc 2-Digit classiffcatiol (?6
Firms Reporting Serious Problem)
Firms
1 Comunication 2 Administration
3 Planning 4 Delegation 5 Production Process 6 Training Skitls 7 Quality Control Management 8 Qualily Control Methods
102
24
12 21 921 13 21 11 25 18 33 12 21 26 42 18 33
5 5
{lt,
10 10
4
Delegation
9 13 10 13
5 ?roduction Process
11
6 Training
10 15 14
7 8
Quality Control Management Quality Control Methods
(c) Production Supervisors
1 Comunication
2 Delegation 3 Procass Prod. 4 Training
5 QC Manaiemen 6 QG Methoda
15 10
n
11 11
(b) Engineers/Other Professionals
1 Comunication 2 Administration 3 Planning
5 5
11
17
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Annex Table 3.8 Table 3 . 8: Employment of Scientists and Engineers, including as Managers (ISIC
ISIC (2 digit) 31 Scientists
Engineers 32 Scientists
Engineers 33 Scientists
Engineers 34 Scientists
Engineers 35 Scientists
Engineers 36 Scientists
Engineers 37 Scientists
Engineers 38 Scientists
Engineers
Total Scientists
Engineers
Total
No.
No.
39 88 7 1 34 18 23 r9 97 41. 6 41 2 r43 30 104 '238 635
199L Recruitment
As Managers
%
No.
Vo
0.31
L6 t7
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41.0 19.3
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0.26 0.71
89 52
-84
Annex Table 3.9 Table 3.9 : Employment of Scicactists and Engincers by Firm Type
Firm
Size: >250 Science Engineer <250 Science
Erport
1991Recruit
As Managen
Total
Type
No.
No.
%
No.
Vo
194
0.23
80
47.2
83
42.8
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24
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5
20.8
9
37.5
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120
0.5
7
5.8
4
3.3
214
0.32
84
39.3
83
38.8
515
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45
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32
6.2
<30% Science Engineer
Techno.High Science Engineer
Low Science
139
0.19
42
30.7
80
57.6
389
0.52
34
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13
3.3
60
1.05
42
70.0
J
5.0
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62
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1
11.3
J
4.8
Owner PMDN Sciens Engineer
39
0.38
5
12.8
9
23.1
184
1.81
II
11
6.0
20
10.9
171
023
69
40.4
44
25.7
519
0.85
33
6.4
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67
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2A
29.9
48
71.6
1L6
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19
t6.4
5
4.3
PMAScience Engineer
BUMN Science Engineer
Empl. Fast Science
1
0.08
I
0.08
)
200.0
Science
237
0.27
89
37.6
y2
38.8
Engineer
634
0.71
50
7.9
36
5.7
30
1.46
z
6.7
2
0.1
1
50.0
Science
208
0.24
87
41.8
44.2
Engineer
633
0.72
51
8.1
92 '%
Scicnc
z*
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89
t7.1
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x.7
Engrn
635
0.71
52
8.2
Engineer
Slow SalesFast
Science
Engineer
Slow Total
-
85
x
5.7
5.7
Annex Table 3.10 T ab
1e
3,1
0
:
Wags P.yment Syrtom by Occupatronat Groups by Sector OP
Casual kily Piece Work Peman€nt Dally
Monhly OO|er
Total
Soctor 32: Casual Dally Piec€ Worfi Permanont Daily Monthly Other Total
S€ctor 3:t:
13 13 14 56 21 47
32 29 32
100
J 11
45
7
12
47
14
12 10 24 54
25
100
26
190
2 5
17
2
62
6
28 69
2
14
1
10
100
I
47
2
753 322 522 33 r8
100
945 620 620 23
Casual Dally Piece Work Permanent Daily Monthly
OU
't1
O,ther
Total
Sector 34: Casual Daily Piece Work Permanent Daily Monthly Other Total
23 4
Total
Sector 36: Casual Dally Piece Work Permanent Daily Monthly Other Total
Sector 37: Casual Daily Piece Work Permanent Daily Monthly Other Total
Sector 38: Casual Daily Piece Work Pormanent Daily Monthly Oth€r Total
All Flms: Casual Daily Pieoe Work Permansnt Daily Monthly Oths( Total
22
100
10
100
1
6
1
14
6
to
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100
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I
100
100
1
10
1
8
J
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J 4
12
1
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6
88
100
8
'100
8
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100
2A
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336 2,2 338 42t 12
6
27 64
100
14
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16
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42 24
100
1't
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o
427 22 437 434
20
100
26 63
18
4
3
26
9.t
1
100
19 15
Soctor 35: Casual Dally Piece Work Permanent Dally Monthly Other
100
18
627 ?11 6293 4339
12
6
82729 18 73
't5
't6 50
13
I
14
34
c4 38
1
100
100
1
13
4
16 19
5
14
12
43 37
7
14
58
18
85
93
100
32
10't
28
100
24
100
20
32
23
15
16
10
2
17
10
I
62
37
35
13
52 54
3 193
1
100
J
142
100 I
11
I
I
1
39 39
38 60
27 53
25 84
18
13
11
78
82
2 100
86
126
98
100
-86
1
1
100
1
114
.l
1
100
1
Annex Table Table 3 . I
I
3.11
: Wage Payment System by Occupational Groups by Firm Type
Elementary Workerg
Daily 33.2 work 20.6 Permanent Daily 38.3 Monthly 7.9 Other Total 100 Casual PiecE
Operators/Assemblers Casual Daily 17.8 Piece work 7.8 Permanent Daily 46.1
Monthly
28.3
Other
Total
100
Trade and Crafts Casual Daily Piece work Permanent Daily
Monthly Other Total
12.4 5.0
46.5 36.1
't00
Saleg Sizs Technology PMA BUMN HIGH LOW FAST SLOW LARGE SMALL FAST SLOW
Owner
Expori >30o/o <30% PMDN o/o lo Vo
31.2 34.5 16.1 18.9 36.2 33.5 15.1 12.9 1.9 0.1 100 100
13.6 17.2 4.3 6.2 36.7 42.4 42.4 32.8 2.9 1.4 100 100 9.6 12.2 11.0 10.9 18.7 27.3 59.0 49.6 1.6 100 100
7o
5.8 19.0 16.2 2.0 53.4 57.8 24.8 'r 1.8 9.4 100 100
51.0
49.0 100
65.5 34.5 100
%
o/o
s3.0 30.5 14.8 19,6 30.9 42.1 19.4 7.6 1.9 0.1. 100 99.9
32.1 21.A 32.9 't2.7 o.5 't00
Vo
7o
1.1 4.7 84.2 't0.0 100
3.9 85.0 1't.1 100
15.1
4.4 34.4 42.1
4.o 100
14.8 3.7 19.4 59.8 2.3 100
lo
Yo
17.7 4.9 33.4
13.4 4.3 40.4
34.9 13.3 '1.5
6.1 9.7 14.7 3.6 33.5 25,8 45.7 61.0
13.9 9.6 13,2 4.5 24.5 30.8 46.4 55.1
41.9
1.9
'100
100
2,O
100
100
Supewisors
Daily 2.O 1.5 work 1.4 Permanent Daily 26.0 14.9 Monthly 72.O 80.8 Other 1.4 Total 1O0 1OO Casual Piece
2.9
3.3
1.9 1.2
16,8 44.8 80.1 55.2
100 100
2.O
11.1
13.3
77.8
81.3
11.1
2.1 100
100
1.8 17.3
13.5 86,5 76.3
20.0 79.0
100
1.8 100.1
100
Technicians Casual Daily Piece work Permanent Daily
Monthly Other Total
1.4
1.2
1.6
1.4
18.4 8.4 81.6 87.1 1.6 100 100
2.0 2.3
9.8 87.6
33.8 66.2
10.0 80.0 10.0
5.7 90.2
100
100
100
100
-
17,1
80.6
100.0
2_.2
87
1.0
22.0 75,9
100
100
100
7o
100
14.3
42.O
100
lo
27.5 38.0 15.9 35.3 15.9 19.5 22.9 17.1 42.4 27.4 45.9 34.8 '13,4 13.1 14.5 11.7 o.3 2.1 0.8 1.2 100 100 100 100
35.8
14.3 17.4 6.2 6.9 44.2 41.4 35.1 29,5 a.2 4.4 100 100
100
lo
17.2 7.O 37.0 32.5 6.3 100
13.9 15.5 3.6 6.5 38.9 41.8 36,4 34,7 7,1 !5 100 100
12.1 9.5 1S.5 3.6 17.6 29.1 47.2 57.9 3.6 100 100 2.9 2.9 13.5 22.3 77.6 77.7 2.9 100 100
3,2 1.8 2.0 3.6 16.5 11.6 10.4 77.7 88.4 79.3 3.6 2.9 100 100 100.1
6.4 93.6 100
11.8 12.7
29.5 44.3 1.7
100
2.4 1.5
20.3 74.4 1.5 100
1.5 1.6
14.8
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Annex Table 4.3 Table,[.3
Training Facilities, Training Needs Analysis, Average Expenditures and Productivity lleasursment by Sector
:
All Food Textile Wood Paper Chem. N. Met. B. Mer. F. Mer. Firms 31 32 33 34 35 36 37 38 1022410982056
TotalSample
Firms with: Classrooms
43224126 17 30 22
24 24
o/o
Total Classrooms Average No./Firm
1.3
Workshops
2
32
1
Firms Reporting Trg.Expen ditu re
Number
Average
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11
11.8
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Expenditure 24.6
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Number
20
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Firms With Training Needs Analysis: o/o
25
12 12.5 10.0 1e
2
60.0
23 33.3
15.0
13
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s0.0
(Rps. Million)
Firms Measuring Productivity
41 40.2
Number o/o
Firms with ITDU Training Number Vo
6
25.0
75 70.0 55.6
10 1 3 9.8 4.2 30,0 23834 22,6 33.3 30.0
Number
Persons Certified by Firms
by lndustry Ass. by Government Total
Average per Firm
1443 104 940 64 14 30 5e?30 1566 120 1000 68 17 62
44.4
156 18 12
186 12
Firms Deducting Training Costs From Tax
Number
olo
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3
33.3
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26 25.4 30.0
4112 20.0 20.0 16.7
10.0
2092266 2
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Average Declaration (M. Rps.)
No, of Firms increasing Training as Result 3
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Annex TabLes 4. 19 and 4.20 Table E.4.19
Assistance in Training Related Services by Seaor
:
All
Food Tertile Wood Paper Chem. N. Metal B.Metat F.Metal
Firms 31 32 33 U Total Firms 102 Training Need Analysis
24 10 Number of Firms 2342 %Total Firms 2.5 16.7 20.0 Trainin g CurriculumAl aterials Number of Firms 10 21 %TotalFirms
9.8
Training Evaluation Number of
Firms
ToTotalFirms
I 7.8
8.3
a I
72
30.0
77.8
20.0
22.2
3072
Number of Firms %TotalFirms
29.4 29,2
103
9.8
s 45.0
25.0
23
Training & Gertification of Skitls Number of Firms o/oTotalFirms
2 10.0
12.5
4693
Training of Trainers
2 10.0
8.3 10,0
45.1 37.5
224 40.0 33.3 20.0 12 20.0 33.3 5.0
1
21
6
37.s
30.0
11
11.1
12.5
1
12.5
5.0
Training Related Technical Support Service
1934212
Number of Firms %TotalFirms
Table E.4.2A:
18.6 12.5 40.0 22.2 12.5
All Total Firms 102 Training Need Analysis
Export <3OO/o
Training Evaluation
Firms
25
77
I 7.8
17 4.O 9.1
Productivity Measurment
46 13
4s.1 52,0
33
42.9
10
B6
162
18.6
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62
7.O
33.3
{
20.0
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15.0
2
5
40.4
25.A
8
6 15.4
50.0
Number of Firms 30 6 24 23 2 %TotalFirms 29.4 24.0 31.2 26.7 33.3 Training & Certification of Skills Number of Firms 10s5 z I %TotalFirms 9.8 20,0 6.5 9.3 33.3
3
23
30.0
59.0
5
50.0
197121612
18.6 28.0 15.6 18,6 16.7
20.0
- 100 -
Fast
63
23
25
3.2
21.7
22 3,2 8.7 23 22
36.5
95.7
Size Slow Large Small
58
63
39
Sale Slo
Fast 15
2185 6' 3.4 28.6 12.8 40.0 19 110 1.7 15.9 353 5.2 7.9 17 30
29.3 47.6
17 13 13 11 21 43,6 20.6 56.s 19.0 33.3 5 54 46
2
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7
3
7.7 16
41.0
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20.0
4
9T
60.0
47
42
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26.7
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13.3 I
28
2
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17.4
6.9
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43.5
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12.8
Training Bglated Technical Support Service
Low
13 10 13 33.3 15,9 56.5 24.5
33.3
403
46.5
39
2
62
7.O
High
20.0
Training of Trainers
Number of Firms o/oTotalFirms
.l
Technology Employ.
Ownership
PMDN PMA BUMN
Number of Firms 23716 %TotalFirms 22,5 28.0 20.8 Trainin g Gurriculum/M aterials Number of Firms 10 28 %TotalFirms 9.8 8.0 10.4
Number of Firms ToTotalFirms
10.0
1
Assistance with Training Helated Services by Firm Type Firms >30%
Number of %TotalFirms
38
4 20.0
12.5
37
20
25.0
10.0
36
20
32
33.3
Productivity Measurment Number of Firms %TotalFirms
35
9.5
APPENDD(
1. Questionnaire in English
2. Questionnaire in Indonesian
- i0r -
Prop
Kode
ID
r:tT.nt rr] r-T--n RATITLSIA
BAIfK DUNIA PEMERII{TAII II{DONESIA
SUASTEI ITtrAUTTUIIA}I
GTBAI\4PII,AM DA}I PENGEMBJINGA}I PEL.ITIIIAN II{DUSl3I 1992
DAHTAR PERTAIIEA$N UIiTTUK PERUSAI{AAIV PTD]I IIIDUSTRI IvIAKAI{AI{, MIIIUIVIAN. DA]iI ROKOK
Propinsi
DrISI
:
DENGAN TANGAN
HARAP GUNAKAN BAI/LPEN DAN HURUF CSTAI(
Nama Perusahaan:
Alanat Perusahaan: Kecanatan:
Kabupaten/Kotamadya:
Nana Responden:
,Iabatan:
Telepon/Pesawat:
Faksinil: Kepernilikan:
plrDN
Nama Pewasancara!
tl
.puA
tl
BUSN .i..
|-I
r ......,
rainnya .........
'l_l r L992
BAGIAII
l. 2. 3.
I.
KtLI{eKgERIslTIK PEnUgAgA.Ail
Jenis Industri Perusahaan: Tahun rnulai produksi pada lokasi ini: Apakah pabrik ini m"rup.k!r, salah satu dari beberapa pabrik nillk perusahaan yang sama? 2. Tidak, Berapa 1. Ya,' dari berdiri sendiri beberapa Banyak Persentase Kepemilikan ltodal
sr*astaNasionat
Pemerintah
5,
:
f
*
I
Berapa jurnlah tenaga kerja, termasuk tenaga kerja bulanan, harian dan tenaga kerja tidak t,etap, tenaga kerja produksi dan non produksir yang bekerja di perusahaan ini:
Astns Pria
f---:il
Wanita ilumlah
ProduJcsi dan Fksoor
6.
Sebutkan produksi utama perusahaan ini, dan berapa perkiraan nilai penjualan tahunan, serta berapa perkiraan persentase ekspor? Produksi Utarna Perkiraan Nilai PeniualVolume (Sebutkan dari an Tahunan (Juta nupiah) Produksi yang terpenting) Satuan
linqkat Teknoloqi 7.
Apalcah anda ureniliki satu atau lebih perjanjian lisensi dengan perusahaan asing dalan menggunakan teknoLogi atau metoda produksl di' dalan perusahaan anda? ya, dalam bentuk apa ' .Jika tl 1- Ya n z. ridak (Harap diisi kotak berilcut: Metoda Produksi/ Metoda Proses ProduklFormula fl Nama Prod,uk n
L
Berapa persentase mesin dan peralat,an (diukur dengan
bila dihitung dari:
Mesin dan Peralatan produksi . Peralatan dan Mesin Manual dioperasikan dgn tangan . Mesin otornatis . Mesin yang dikendalikan dengan komput,er Peralatan Peneriksaan d,an pengavrasan kualitas
Jumlah 9.
nilaL nata
uang)
* ttaaaa
t t
* 109
t
r-l
Berapa persentase d,ari mesin-mesin anda yang berasal dari Inpor? l-11
1-
BI\GTAN rr.
,
BTRUKTUII PEtrERJnnN, LottoNcnNz TENAC11 AErNCt DIIN RETJUAR TIAEUX TENNSA f,,ERJII
10' lllrap .canbumkan stemua pekerja,. termasuk pefqrj-a keluarga dan peker. tldak 'tetap, dalan Fei.qtopgf jaba-.an sepertf "tersantum berlkut Ln. Paka11alrruangyan!'ffipri,r"mpor'*';d;.""t"rnenuI.: jabatan yanq tldak tercdnturn. paxattatr^ruarig fnf --ft."y" ., nama bLlanar nama' Jabatan yang ada dt perusahaan sesuai aerigan -y;r,g'' Lercantur rnformasL tenh'ang -lowgaggn, mengaeu pacla saat lnl, rnformar tenbang ke-LuErrnasuk pe-qiwii, baik yarig *"="t-*i"p"l "iiuu"f ylng keluar menga( pada satu tahun terartilr r,. Jabatin-janad; t"rsebut tersantum dali kategorl (ketompok) sepertl berikut: 1. l{anajer: Bertancoung jawab. untuk membuab, perencallaan, petunjuk dan koordlnar kebijaftSaniari xegiaiin perusahaaari aLbu dep;;t.f,.r, dl dalam perusahaar uiseinver .eim[ifiJn--umirm, M;;;fe;- 5;si;fi*^iioarx"r, Manaler Baqti Keuansan- (Jangan- dimasukkan peml-rtk dai-tnrtr"-k;;j;-f"";-tid;i rq" rb'n*-*r\ -""i"' tl.li di
peiUSahian)
^r4LlcurErJd
i
)'.rllg
#i#l
2, Profeslonalt Adalah Karyawan yang dalam melaksanakan tugasnya membutuhkan sua{ tinqkat oeri.getahuin proresio";f-y.-.9 .cukup trfiggi .dan berpengaraman t bidinq rlsiia; i;Gidi a"r, s'"prslil jab_atan il"ft f.nL'renpunyi ="sGi.kualiiikasi sarjani-.' Eea;rrli-in=inyuf,'AhIi x"iiiiu, Akuntan, penqacar dan Dokter. Ja-ngan ma karyawin' yang-b.k;;t;'tra;i'";;6";i"e;il; bidans pendidikarirrva. mlsalnyi;: fnsinirS -yals b6k";i;;.;il;i^m]ili]l Persorralia, j angarr- dirnasukan 'kdaaram kerompok rnsrnyur
3.
Teknlsl dan profesi seJenlsnya:
Adarah karvawan Y?ng haram frelaksanakan t-uga.qnya membutuhkan penget,ahue teknis dari -penshrailan -paaa satu aLau reLiri'duf"*";ie$;' [Eli].t"rru, fj'sika, bio1ogi-.dan penletahuan-penq"tultyun'-=;JiJi; dan tugas fitamanl merakukan nekerjaan -telinis.. S"e"rIg a"iltJ,i*FrJs.r^.. ll,.ii-'r"rinlE' Kompuber, Fengarias Keseramatan-Ean-Trruii[i= K;;ji:' pengawas produksl.
{. KIerk:
seperti: sekretarls, iuruLik, krerk produrksl, krerk
arsJ-p.
5. Tenaga pelayanan dan penJualan: seperb,i: Jurumasak, .ruiu padam Kebakaran, pramunlaga. 6. refgrla. T.rampLl dan Tukang (Bkitled Wodte{g) r Adarah karvawan yang dallm meGIEanaEan liidaqnya nenbutuhkan pengetahua "teirimpltun, t"rnaturi peinatriman'-ilarran 9?:.,3-",1n*.ia13n drgunakan ' 'lugas utama mereka terrnaitrk. memellhara dan- arit yan dan nengatae -iili;;b persoalan varrg {atar19 tiba-b.iba. sery_t+r -iliiu;;"Femruui-paG-ain"a=r"ren I'to'tir, 'tulia'f r,istii'r, rryq,r.,aboratorlun. .rurr-ng.r,r. 7.
operatorPabrl.k/l{esl.ndanTenagale.raklt.(9@}r Ada1alrkarvawanyan9-da1amheIaksanaxanffiffimen9operasikanda memonitor iroses -prdduksil- *"*";il;;' mesrn dan peralatan ' t erma suk mens end a ri k;;-a; n'm""s"perl Jixhl)er_ggunaan n dd;" t"ii".i"L;i pfi;ik ; da fi merakit dari beberapa -konponen.- sep_er!,r, G6;;perato -op#."toi^fietei l"lesin .]ahlt, operator t"tesln nies{]siffi? d#-b$;tor Mesln Derek.
8. Pekerja.Dasar atau Tenaga XerJa Dasar (!It@t I pekerja yang tugasnya-sanqaL tugasnya-sangaE. sedertran;-ffi sederhana rlan rrrtln , {-anmro termasuk nenggunaka l:f:rj_q aararn b;b";;;i" irui:"rtrfiidffil'Jf "ilfff, l+lf" T::11. f "i1{l"ni, . clanp;;tiiiir,u,iqui**ii";:i"ffiffi;i;:'^Hn:iEi f *:*I.
"::: jll
'"*-**lj".,*"'lg.?,:L?j;;sapu, fS:}:I:i|11,.j-"11oanbu,__'fril
rulra.! pak, r"ri"iif,T;;,i.ffffif#
= Mudah dipenuhl; 2 = Sullt . Kcluar
JENIS JABAT,W
A}IAJEWDTREKTUR
SUB TOTAL
AL (pENcAN GELAR)
q9E!f{4JtIt
keschatan tainnya (F.T)
AJrll Kcpcgalvrian dan l{ubungun pcrburuhan
SUB TOTr\L
TEKNISI DA}I PROFESI SFJAWF
hontrol kuallts drn kcsclamatan kcr
Mrn* t ttn brrkhir
'l'ahel: KliSliMI'A'|'AN
KtttuA I'nDn INDUS'I'III MAKANNN, MINU[tNN DAN ROKOK MENURU'T JENIS | = lrludnh
K
Lorongan
,Et{ts rnuArntl
ir.';lGr""
Imtruttur (Formal, tcbutLnn sg.bf:"k"yri lVnLll tcLllk & pcnJunlnn konrcrslnl Agen Kllrlrrg dan rgcn porglrlrnarr bor
ts:e!$*UlL-Akll stntlstlh
%
SUB TO'TNL
ot'gt! g1gLqg!!'nl
lo!{g-t
bcrloltnn
9t--l{gl1l!!L!t! ",u Opclnlor mcsirr hitunp Sckrctnr ls
Klcrk akuninnit
Ail;;rr;iik
Il9'rg:!L_
lrlcrk lcrsonrrcl/Abscnsl Juru sondl Klerk kanlor loinnya-
.[trlr:s:e$ Itcsepslorrls don
kglg'_ltq lJctk lnfornrnsl
suB
I'riNAc^
iatiynN^il D^N iriNtitnL^N
I:ggS'".t1
l'0'r^f-
-_-__
ioto (l'r
lcrdunl dan
suo l'oTnL PEKERIn'r
R
ir,r
r'r
Tu$g_I{ry ig1c
Lnfi itie,Iqrrnt :ncbcl
.'lglgt]q-.9 'l uknng Ins
Aforrllr Lcrrdnrnarr bcrmolor
Itlontlr nrcsbr ildustrl Itlonlir nlnt llstrlk
-4-
;
2 = Sullt
BATNN 'N
T.KcrJr TK. Kduar Marut I ttr! z Arlng
lcnl
'l'nlrcl: KESI;MPA'l'n N KEIU^ Pn Dn INDUs'rRI Mn KANAN, MINUM^N DAN ROKOK MENURUT TENTS
I = lrludnh JENIS
Kduaf Maruh t tlro
rAltn'rn}l
bualt-buahan, sayur nroyur dan
{!r!l pclgujl rnaftanon dan nlnuman
o.
lEtt4I_qR nauruK,rEsiF-ilNTEN^AA
t. rrrER^ToR F^sRrKE^stdiiEfr'
ffi:m
Op€rotor pobrlk produksl lcnoqa
Opcrotor posugsn perokit otomotik
2. OI'ENNTOR
'\CS'N
'ABATAN
DANTEN^KTT
mudl mobil dcn mobil
Opcrator truk dcrck
suD't'ot'AL
II. FEKIfUA DASAN -l;-:::------:--: _l-I:IJ||Jo Dnrnng dor dngnngnn -l';-i---------fcnrbnntu don pcnrbusll Pcngortal dal pcnlora
& pclterJl duar oabrlk SUB TOTAL
lctrlilt
Sampal dLrnana rata-rata
perusahaan
lnl?
tlngkat pendidlkan yang dltamatkan karyawan
TenagakerJa Operator/ PekerJa Trampll/ Dasar Tenaga Peraklt tukang
Seluruh Karyawan Prla
Tehnlsl
Penga?ra6
W
'{.{.$,li.f.l,t!'.W.W Frfa.r,g,.{,ttr,.1iw.t#,t'*.,fiif&tJ#;4.{t#
l#:n#:#"TfLr,{.4..#1.W.lr.!f,r'/,#ffi
Wanlta Karyawan Baru
fiiiffiidilrT.+.r.r'.;:.-i,ii#
ii#.iiiiiriiiliiitii.ri.i.ii:iir$iiii'I:iiiii;F
v///ffitwl
Prla
,Wffi
Wanlta
Keberanqan: Tldak Ada = li
SD
= 2,
31
SMp
4i
St{ll
5;
D3
6r31*=?
L2, Berapa banyak para lurusan bidang pengetarruan ilmlah. dan rekaya, tertentu termasuk mereka yang saat-irii perusatraan? (isJ-Iah tabel di bawah ini). ^trr"*p"ti poslsi manajerlal
,
Kategori
Tingkat s2/s3
Bekerja sebagai Manaj er
rJumlah
Baru
direkrut L99L
Kesulltan
merekrut *)
I lmtr Pengetahuan
Itrsinyur Mekanlk
Listrlk Elektronlk Kinia Metalurgl
Industri Irainnya
Junlah
InsJ-nyur
t') Ket. :
Skala tingkat kesulltan dalan merekrut 4
Sangat
2
3
sulit
1
Tidak sulit 6
BASII}.I| III. 13
IIAUBIITAN UI.TUI{ PRODUKSI
tabel di bawah lnl, apakah masalah dan hanbatan 'yang dihadapL urrLuk menekan biaya produksl, menlngkatkan efieienSl kerJa dan meningkatkan kualit,as produksl (diurut menurut, tlngkat masalahnya) .
. Ilarap diisi I6u
Umum
No.
Sangab Penblng
llambaban/HaeaIalr
Tldak Pentlng
1.
Rendalrnya l
4
3
2
1
2.
Kelambatan penerLmaan bahan-bahan
4
3
2
I
3,
Kurang tersedlanya sarana braneportael
4
3
2
1
4.
Pemborosan bahan-bahan
4
3
2
1
5.
Barang yang dlprodukel berkualltag rendalt
4
3
2
I
6.
4
3
2
1
7
Produksl eerlng ttdak tepat waktu Kurarrg tereedlanya llaErlk dan air
4
3
,2
1
I
Pemboroean
llebrlk dan alr
4
3
2
9
Kurangrrya lcuallbag & lcebrampllan para Hanajer
4
3
2
I I
10
Kurangnya kuallLae & keLrampllan para
4
3
2
I
11.
Kurairgnya
kualltas & kebrampllan
para
4
3
2
1
t2
Kurangnya
kualltag & ketrampllan
para
4
3
2
1
Kurangnya kuallbae & knb.rampllan para
4
3
2
1
Tlngglnya tlngkat keluar-Hasuk/ perpindahan pegawal
4
3
2
I
pegawal"
4
3
2
I
16
Pemelllraraan peralaban t,ldak tepat
4
3
2
1
t7
Kecerobohan penggunaan peralatan
4
3
2
1
18
Rendahnya
4
3
2
1
19
Kurang t,ersedLanya kebuhulran peralatan
4
3
z
I
20
Persedlaan berlebllran
4
3
2
1
2l
Slsbem akunbansl dan keuangan
4
3
2
1
22
Perat.uran Upah Hlnlmum
4
3
2.
I
23
Peraburan Pemutusan tlubungan KerJa
4
3
2
1
24
Peraturan dirlam hal medekrut tenaga aelng
4
3
2
I
25.
Kesulltan mendapatkan serana Proeee ProduksL
4
3
2
1
Insinyur
teknlsl
Pengawas 13 14
l5
Operator/Peraklt,
Tlngglnya frekuensl keEldakhadlran
kuallbae meelrr/peralaban
lldak
teknls
7
tepab
unbuk
I'IIGIAII IV.
TENASA KENJA
tlarap cl-lkemukakatt leblh larr juL masalalrmasalalr yarrg Anda lradapl dengr ketrampllatr yatrg ada sekararig urrLuk kelorrrpok t"ri.gukerJa or-L.wa1 ln. (al KaLrampltan para l{anaJerr
!4
'
l(e|:ramp-llarr yang merrJadl Hasalah KeLrampllarr Berlcomurrlkasl l(e
Lrampl
lan
Aclml.rrls
Hasalalr Besar
Lrasl
Tdk Ada llasalal
4
3
2
I
4
3
2
1
Kel-rampllan Berenearra Memberl Petunjuk dalr penclelesaslan
4
3
2
1
4
3
2
1
Pemahaman Proses procluJrsl
4
3
2
1
4
3
2
1
4
3
2
t
4
3
2
I
Ketrampllan pelaLiharr Marrajenerr pengerrtlalian KuallLas MeLoda Perrgendal..iarr'Ktral.itas
(b, Kebrampllan rnsLnyur dan para profesional l(eL.rampilarr yang merrjacli l{asalalr KeLranpl Ian Berlcomulrikasl f'
Lal_nnyar
4
3
2
1
4
3
2
1
l(ebrampilan Berelrcarra ReLrampilarr perrclelegasian Pemahaman proses produksi
4
3
2
1
4
3
2
1
KeLralnpilan prakbls
4
3
2
I
4
3
2
1
4
3
2
1
4
3
2
1
KeL.ranpi -lan pela b.iharr I'lalrajemen perrgerrdallan
l(ualltas Metoda Pengendal.j.arr Kualltas
(cl XeLrampllan pengawas produksll KeLrampllan yang merrJadl Masalalr
M;isalah Besar
lan Berlcomulrlkasl l(e Lrarnp.t lan pelrcle legasLarr t(ehranrpi
Penahamarr
proses produksl
I(ebr:anrpi.larr pela L j.han Irlarrajemen pelrgerrrlalian l(ualitas ltet.oda Pengendal.ian Kualltas
B
Tdk ada l,lasalah
4
3
2
1
4
3
2
1
4
3
2
1
4
3
2
1
4
3
2
L
4
3
2
1
(d) Ketranpilan Teknisi & Profesi sejenis (tidak termasuk Peugawas): Ketrampilan yang menjadi l'lasalah Masalah Besar tdk A4a Masalah Ketrarnpilan Berkomunikasi
4
3
2
1,
Ketranpilan Pendelegasian
4
3
2
1
Proses produksi
4
3
2
1
4
3
2
1
4
3
2
1
4
3
2
1
Pernahaman
Ketrampilan Pelatihan
Kualitas Metoda Pengendalian Kualitas Manajemen Pengendalian
(e) Ketrampilan pekerja Trarnpil dan Tukang: Ketrampilan yang nenjadi Masalah Pemahaman bahan-bahan
dipergunakan Pemahaman
Masalah Besar
dan alat yang
Proses produlcsi
Ketrampilan Memperbaiki dan Merawat Latihan Ketrampilan
Tdk Ada Masalah
4
l
2
1
4
3
2
t
4
3
2
1
4
3
2
1
(f) Kualitas dan Ketranpilan Operator dan Tenaga perakit: Ketrampilan yang menjadi Masalah Kurangnya Pendidikan Ketrarnpilan Dasar
Mslah Besar
Tdk ada Masalah '2 1
4
3
Kebutuhan penga\./asan yang konstan.
4
3
2
1
Kecerobohan/ketidaktepatan pengqunaan rnesin
4
3
2
1
4
3
2
1
4
3
2
1
4
3
2
L
Pekerja menproduksi dengan kualitas rendah Pekerja datang tidak tepat waktu Pekerja sering berproduksi tidak tepat waktu
9
'L5.' Bagairnana anda membayar konstribusinya / rt share rr )
T.K.
karyawan?
Operator/Perakit
Dasar
(Harap dtisi
niLai
persentase
P.Tranpil I
Pengawas
Teknisl
I
t
* *
*
Harian
*
z
Borongan
t
Harian
* *
t
* *
Bulanan
z
*
I
Lainnya (Sebutkan)
t
I
z
*
t
z
100 *
100 *
100 *
Tetap
100
t
t t 100
t
16, Sebutkan perkiraan rata-rata upah bulanan pada kelornpok karyawan tersebut di bawah ini, terrnasuk nilai seluruh tunjangan dan kesejahteraan bagi karyawan:
Pengalanan
T. K.
Dasar
Baru Direkrut L-4 tahun 5-9 tahun L0-14 tahun L5-20 tahun
operator/ Perakit
Pekerja
Tranpil
Teknisi
Pengawas
Rp.
/Bulan Rp, /Bulan Rp, /Bu1an Rp. /Bulan Rp. /Bu1an
1,7. Sebutkan perkiraan
dalarn nilai uang, besarnya kesejahteraan karyawan sebagai bagian dari biaya tenaga tunjangan kerja.
cajL/
Tunjangan
Transport
Upah
*
t-
Tunjangan
F"tas
&
Makan
?unj angan
Pengiun
Aguransi
Pember-
Perumahan
t
s
10
.Turnlah
hentian
t
t
dan
t
100.r
BAGIAII
v.
KEGIArAIT PELATTHAN DAN sIsTEl,l, PELATIUAN SAAT
rNI
Keterangan
Perusahaan dapat menberikan pelatihan kepada karyawannya untuk meningkatkan ketrampilannya dengan berbagai cara seperti:
tAl lBl tc] tDl tEl lFl
KurEus formal dalam kelae pada perusahaan Pelatihan ketrampi.lan formar di-bengkel ratihan
kerja
khusue
Pelatihan infornal di pabrtk oleh pengawag alau "co-workere' Pelatihan terstruktur dalam bentuk magang di dalam pabrik Mengirim karyawan untuk mengikut! kurius-di eekolahl lernbaga pendl-di.kan teknik' universitag atau agosiasi pusat pelatihan lndustrl Pelatihan diberikan oleh pernasok bihan bltcu dan meain, pemegang lisenei teknologi atau mitra usaha asino.
r:mberilaya
pelatihan Formal di dalau
Perusabaan
8. Apakah anda mempekerjakan staf ahli khusus
1.yan
yang menangani pelatihan?
Apabila ya, berapa banyak dan dalan jabatan bawah ini). Jabatan Staf Ahli Bidanq pelatihan Manajer pelatihan Instruktur pelatihan Adninistrator pelatihan
)
" Fasilitas
khusus rasilitas pelatihan
apa? (Harap
Junlah Orang Full-Time Part-Tine
Iatihan apa ya
diniliki
Rata-rata Peserta,/KeIas
2. Tidal<
diisi tabel di
Kualifikasi
Pendidikan/
Spesialisabi
oleh
Perusahaan? Jumlah Kapasitas peserta
luang Kelas
iekolah untuk ,elatihan
). Apakah pernah d,iad.akan/d.irencanakan Analisis Kebutuhan pelatihan di Perusahaan
ini?
n r.. ya
t] 2. Tidak
Berapa- rupiah yang telah dikeluarkan oleh perusahaan ini untuk, kegiatan peJ.atihan tahun lalu? (Harai dikeluarkan gaji tenaga kerja yang rnengikuti p"r"iin.r,j
ini nengukur tingkat, produktivitas Karyawan ? ya, f-t I | 2 - Tidak Jika bagainana mengukur produktivitas tersebut?
Apakah perusahaan
n 1' f-r
sebutkan
11
23.
Harap diisi tabel dibawah ini, (jawaban dapat lebih dari satu) pelatihan yang diberikan kepada karvawan baru yang direkrut dari-Jeni Iua perusahaan dan waktu pelaksanaan pelat,ihan. Operatorl Perakit
Jenie
Pelatihan
Pekerja Trampil
Perta I Hari
Perta
Uagang, hanya mengamati Magang, Peragaan of pengawas atau karyawan yang berpengaJ.aman
Di ruang
keLas
Jenig Ketrampilan (Iihat contoh di bawah)
Jenis Pelatihan
T. K. Dasar
Operator/ T. Perakit
Pekerj a Trampil
Teknigi
Manajer/ Profeelona.
tihat jenis pelatihan pada tabel di atas
tAl Ketrampilan Berkonunikasi tBl Administrasi tcl Manajemen proyek iDl Ketrampilan organisasi tEl Pelatihan Ketrampilan iFl Akuntansi dan Keuangan tcl Manajemen pengendalian Mutu tHl Manajemen personalj_a tIl Manajenen persediaan tJl Pernasaran
tKl Metoda pengendalian .Mutu ttl Pemeliharaan peralatan llll Perneliharaan Listrik tNl Proses produksi (sebutkan) tOl Software Konputer (sebutkan) tPl operasi peratatan (setutkanj ial Teknik Laboratorium tRl Pelatihan bagi pengawas tSl Pelatihan produktivitas Pelatihan Keselarnatan Kerja tTl pengav,rasan tUj Lingkungan L2
24. Harap diis j. t,abel- d,ibawah ini (jawaban dapat lebih dari satu) pelati.iran yang diberikan kepada j$rr.rawan Lama, dan lama pe J.aksanaan
Jenis
pelatihannya T.K
DaEar
K
Pelatihan
o
Operator,/
Perakit'
JuoIah Psrta Hari PsrLa Hari
e
Magang, hanya EenganaEt
.
JunIah
d
j enis waktu
Pekeria
?ra.mni! JumIah Dar:
Har!
Pengawas
Taknisi
Manaier/
Profe6ioiral
JumIah JuqIah JunIab Psrt,a Harl Psrta Hari PErita Eari
r
Peragaan g/ Penga!'ras afaU J<arryawan yang Derpengalasan Magrangr.
Di ruang kelas Di Workshop Jen!s
Pelatihan
II TTT
IV
Jenis Ketraropllan (li-hat contoh di
Kode
Lihat ienis pelatihanEa.bel P+oa gl aEast
.F!f
Dasar
ODerator/
l-.Perakit
Pekeria
trarnpil
Pengawas
bawah)
Teknisi
Manaier/ ProfeSiohal
T
Ii IV
25
'
Pada lahun laLu, berapa_.or_ang yang dikirin perusahaan pelatihan atau kursug di ronlJl-rokasi gerikut ini? uni,uk nend,apaLkan
Lokagi Pelatiha
K
prator,rPeralcit
Hanajer/Profe.
o
d a
PsEertal Eari
Psrta I Hari
!u9aE, Pelat:han/ Keluruan Swasta' Pusat Pelatlhan/ Keluruan Negeri' I UniverEiEas / I
Politeknik Asoslasi fndrrsc:i
IV
'Patra Pellrbeti PemaEok Bahan
Baku/Peralatan
Mitra Usaha Ettra Llsengiatau Lenbaga Manajemen
$.i"Eii"i
vIt VIII Jenie Ketlamgrilan (IiJrat contoh di. bara!,) Oserator/ Teniga pgrikit
26. Apakah anda pernah ixy! berpartisipasi pfda pelatlhan yan diselenggarakan oreh unit petitirran ' reng"ilangan Jnau"trLlTTD J (Industriat Training Developnent Unit) -
L.
Ya
2. Tidak
Apabila ya, harap dirinci pada tabel dibawah ini: Jenis Pelatihan Jabatan/Pek. peserta Jn1. Peserta
27. Apakah perusahaan ini perusahaan laj-n?
mempunyai
kerjasama progran pelatihan denga
t] z, ridak L. Ya Apabila ya, bagaimana program pelatihan tersebut diorganisasikan? (ber tanda satu atau Lebih jawlban berikuL iniy [f
z. Melalui pemerintah atau instansi lainnya
ff
4. MelaLui perusahaan yang khusus menyelenggaralcan peldtihan Pembeli
28. Apabila perusahaan ini tidak mempunyai program kerjasama pelatiha dengan perusahaan rain, apakah menurut anda program semacam it bermanfaat bila tersedla?
tl z. ridak 1. Ya Apabila tidak bermanfaat, alasan utamanya adalahl tf 1. peratihan y3ng diberikan tidak sesuai dengan kebutuhan Kel-uar karyawan yang telalt mendapatFan pelatihan akan r_r 2. rneningklt="* tl 3. Biaya/ongkos pelatihan sangat tinggi f] 4. sulit. mengadakan kerjasana denga perusahaan rain t] 5. Pelatihan di dalam perusahaan sudah sesuai dengan kebutuhan 29. Apakah diberlakukan sistern tes atau pengakuan keahlian terhadap karyawai yang telah resmi rnengikuti kursus/program pelat.ihan ' tl z. ridak l-. Ya 14
Apablla
Yd, sebutkan secara rlncl
karyawan yang telah
mendapatkan perrgakuan patla perlode Lahun'lalu
'I'es
/
Pengakuan
Ya/Tidak
Kelompok JabaLan
dlLes atau
yapg men'fumlah dapat pengakuan
eh Perusalraan eh Asosiasi frr<Just,ri eh Instansi pemerinb,ah
Di dalan 3 tatrun terakhir, seberapa besar pelatlhan yang dlberlkan kepada karyawan baik formal. maupun inforrnal mengalaml perubahan? 2. 'fldak mengalami 4. Tldak 1. Meningkab penlbahan 3. Menurun tahu Apabila perusahaan inl menyelenggarakan pelatihan, harap berlkan alasanalasan utama sepertl tercinbum-dlbawah lni (berl tanda seluruhnya blla perlu) . |:] 1. untuk meningkatkan sikap positif karyawan 2. untuk rneningkatkan keLrampilan karyawan guna peningkatan kualiLas 3, untuk meningkatkan ketrampilan karyawan guna penJ-ngkatan
tl fl
hasil
l:] 4. [J 5 -
unLuk neningkatkan loyalitas untuk mengurangi atau meminimalkan pengarurr keruar-masuk
kerja
"
fr
karyawan
Apabila perusahaan-perusahaan sampai tidal< nrelakukan atau sangat sediklt melakukatr invesLasi di bidang pelatihan, alasan-alasan ut-ama apakah kira-kira hingga m.ereka tidak memferifan atau sangat, sediklt membeilkan pelat,ihan kepada para karyal./an: Skala 4
3
2
I
Relevan Tldak Relevan Pelatilran tidak mampu diadakan, karena keterbatasan sumber daya datr dalra Pelatihan sangat mahar karena tingglnya tingkat keluar-masuk Sangat
{]
tl tl
tl tl tl tl tl
1. 2.
karyawan
- Perusahaatr mempunyai keL.erbatasan pengetahuan tent,ang teknlkt.ehnik pelat,ihan dan manajemen program-program pelatihan . Perusalraan 4. menggunakan teknologi yang mipan, dan secara singkat 3
karyawan dapat lancar rnelaksanakan pekerjaannya dengan belajar
sambil bekerja
5. Karyawan trampil mudah diperoleh dar.i perusahaan-perusahaan laln 6. Ketrampilan yang diberlkan sekolah-sekolah sudah sesual dengan kebutuhan-kebubuhan perusahaan 7. Perusahaan tidak begitu yakln tdrhaclap manfaat/kegunaan pelat,ihan
8.
Karyawan akan menunbut, pembayaralr 15
gaji yang tinggl.
r,*. 33. Penerintah baru-baru ini. nengeluarkan peraturan bagi perusahaan '.''in- mengurangi pajak penghasilan rnelalui bfaya-biuy" p"iitinin: ..\,,
..\
Apakah perus.qhaan ini telah rnelaksanakan pengurangan pajak penghasilan rneLalui
biaya pelatihan tahun-ini?
Apakah pengurangan tersebut dapat membantu memberikan lebih'banyak
pelatihan?
'.\
16
RP
rr rrl.yallz.Tidak n
biaya tambahan yang diharapkan dapat P?5.p" ctrKeruartcan untuk pelatihan?
..\
r-l l.-l z. Tidak
1. Ya
Apabila ya, berapa nilai yang telah dinyatakan untuk pengurangan tersebut?
untr
.
.Tuta
E'\GINN VI. KE€IT\TAN-K8SI'\TAN PEIJATIIIAII IANCI I\KAN DATA}I(I
Bentuk jasa konsultasl yang bagalmanakah yang berkaitan dengan pelatlhan yang akan dlgunakan unt,uk-mengorganlsaslkan pelaLihan blla tersedla?
tl tl tl tl tl I tl
Anallsis kebutuhan pelaLlhan Pengembangan kurlkulum darr materl pelatlhan EvaluasL pelatlhan Pengukuran produktivltas Pelatlhan bagi tenaga pelatlh Tes dan pengakuan (certlficatlon) terhadap ketrampllan Industri yang berkaltan dengan jasa teknls pendukung Apablla pemerlntah memberlkan subsldl sebaglan untuk blaya langsung pelatihan, baik pelatihan di dalan maupun di luar perusahaan, berapa orang karyawan yang akan diikutsertakan pada lembaga-lenbaga pelatLhant dan untuk jenis ketrampilan apa? contoh Berbaqal ilenls Ketramplla4 n B
c
t) E
F G
It
I
J
1. 2. 3. 4, s. 6. 7.
Ketrampilan Berkonunikasi Adminl3trasl-
K
L It
Manaiemen Provek
Ketrimpilan oiqanisasi Pelatlhan Ketrimpilan Akuntansi dan Keuangan
N
o P
Manajemen Pensendaliarr I'lutu t"tanajemen Per3onalia Manajemen Persedlaan Pemasaran
a
R
s T
:
U
Metoda Pensendallan l{utu Penellharain Peralatan Pemeliharaan Llstrlk Proses Produkel (sebutkan! Software Konputer (sebutkanl operasi Peralatan (sebutkan)
Tilknik Laboratoriufi Pelatihan baqi Penyella Pelatihan Pr6duktltttas Pelatihan Keselanatan KerJa. Pengelolaan Lingkungan
(a) Program pelaLl"han untuk l{anaJer Program Pelatihan
(b,
peserta pelatihan Di luar perush. Di dalan perush. ,.fumlah
Program Pelatlhan untuk
Inslnyur dan profesLonal laLnnya
Progran Pelatihan
,Junlah Peserta Pelat,lhan DL dalam perush. Dl luar perush.
L7
(cl
Progran pelatlhan untuk pengawas Program pelat.ihan
,lunlah Peserta pelatlhan
Dl dalam perusah.
Dl luar perush.
(d) Program pelatLhan untuk Teknlsj. dan profesi BeJenLanya Jumlah peserta pelatihan Program Pelatihan
Dl- dalam perustr
Di luar perush.
(e) Program pelatlhan untuk Tenaga TrampLl dan Tukancr Program Pelatihan
(fl
Jumlah peserLa pelatihan
Di
dalam perush.
Di luar perush.
Program Pelatlhan untuk Tenaga operator/Tenaga perakl.t Program Pelatihan
Junlah peserta pelatihan
Di dalam perush.
LB
Dt luar
perush.
EAEINN
VII.
PENXIRJ\AN PRODUKSI
DA.TT
PERTUHBUII.AIINIA
Apakah anda mengantlsipasi adanya peningkaLan rroutput[ darL pabfJ.k untuk 3 (tlga) tahun mendatang? (du;l |ada iotak yang alseolatcan)
Pasar Dones t,Ik Pasar Ekspor
1. tl 3. tl
'f'ldak
Yd, lgngan peningkatan yang lebih lanbab dibandingkan keadaan sebelurnnya Yd, dengan penlngkatan yang sana atUankeadaan sebelumnya Ya, 9i.gkan 9?lg"n.peningkatan yang lebih tlnggl
s. tl 7.
dibandingkan keadaan s6belumnya
n
8.
tl tl tl
Berapa persen keglatan usaha-usaha Anda merupakan pekerJaan ItSubkontrak'r bagl perusahaan laln? (berl tanda pada kotak dt farian lnl) .
tl tl tl
t. Tidak
ada
3. 10t
25*
5. 50t
75+
tl tl tl
2. Kurang
4.
25*
6. 75*
darl 10t 50t 100*
Bagaimana perbandingan kua |..[tas produk ancla dibandlngkan dengan' produk
pesalng donestik djn produk pesalng irrbernaslonal? (berl tandi pada kobak di bawah ini). Kualitas produk Kami Kurang Kurang/ Leblh dibandingkan dengan: balk lebihsama balk' Perusahaan Indonesla
1.
Pesalng dari
4.
nsEAN
Terbalk di dunia Bagaimana
biaya produksl
7.
n
tl tl
ini).
t'
Lebih
rendah
Perusahaan IndonesLa
1.
eesai.ng darl
4.
AsEAN
Terbalk di dunla
5. 8.
tl tl tl
3. 6.
9.
n tl tl
perusahaan Anda dibandingkan dengan pesalng
domestLk dan pesaing internasional.
Biaya produksi kami dibandingkan denganl
2.
7.
19
tl tl tl
(beri tanda pada kotak dI Kurang/ leblhsama 2. 5, 8.
tl tl tl
Leblh
Tlnggi 3. 6. 9.
D
tl tl
bawah
40. Di dalam tiqa t'ahun tera.khiE, -apakah perubahan-perubahan dL pasar atau tekanan yang mengarah pada peningratan (berlkan ianda dl kotat' u"rlxuiii ' Sangat rtRangerr
Pentlng
Tldak pentlng
proAui-).qng -\- ditawarkan
4
3
2
1
disain dan produk
4
3
2
1
Perhat,lan diarahkan pada kualltas
4
3
2
I
Itenrpersingkat waktu penglrinan
4
3
2
1
Perrgembangan
4L. Sistem pengendalian kualltas yang bagalmana yang dipergunakan oleh pabrik? (harap beri tanda seluruhnya tr{ta keadainn}a admlkian)
tl tl tl
t:] t:|
tl 42.
1. Karyawan menggunakan prosedur statistlk pengendallan kualLtae 2. Karyawan bertanq.gung jawab terhadap terselenggaranya pengawaelan pada bidang kerjanya masing-maslng 3. Pekerjaan diawasi oleh pengawas pada bidang yang bersangkutan 4. Pekerjaan diawasi hanya setelah proses keglatan seresai 5. Pekerjaan diawasi oleh para pembeli dan para kontraktor 6. urut-urutan pengendalian kualitas berperan sangat. pentlng dl perusalraan kaml
diberikan informasi rnengenai. output dan input pabrlk dalan jarrgka waktu 3 (tiga) tahun terakhir (dalarn Juta rupiah)
Mohon dapat.
19B9
l,lil.ai dari barang yang diproduk.si Nilai buku dari geclung Nilai buku dari rnesin-mesin
fnvestasi baru di pabrik/permesinan Jumlah seluruh Karyawan Jumlah biaya lenaga Kerja
Biaya bahan bakar/llstrik/air/gas
Nilai bahan
baku/kornponen
JUmlah pengeluaran pada kegiatan
Riset dan Perrgembangan
Ir '
20
r_990
L99 1
BAcrnN
vrrr.
IIuBUNclrN DENcnN
rhouernr gK rrA (Ecrlr
Apakah perusahaan mempunyal sub kon bra ktor atau hubungan.lainnyi dengan
industri berskala kecil?-
tl
tl z. rtdak
r.. Ya
Apabila ya, berapa banyak perusahaan berskala kecll yang mempunyal hubungan dengan perusahan ini Apablla tl-dak, langsung ke pertanyaan no , 49 Bagalmana
sifat hubungan dengan perusahaan-perusahaan tnt?
Sub-kontrak pengadaan bahan-bahan dan l,
z
Pemasaran produk
3
di Indonesla Pemasaran produk di luar negeri Laintrya (sebubkan)
4
..,.,.rj...
s
Berapa perkiraan jurntah karyawan keseluruhan berskala kecil yang terkait. tersebut. Apakalr .perusalraan-perusahaan tersebut diperbaiki
neLalui pelatihan
di
mempu nya
tl
karyawannya?
Apabita ya, kelornpok jabatan apa yang Ketrampilan bagi Manajer
membutuhkan
Ketrampilan bagi Teknisi Ket,rampilan bagi pekerja Trampil dan sejenisnya Ketrampilan bagi operator/Tenaga perakiL a tta
a a a...
. a....
a.
D
tl
n
tl tl
perusahan-perusahaan
masalah yang dapat 1. Ya t] z. ridak pela rih an? 1
Kebrampilan bagi karyawan Keuangan/Akunbansi Ketrampilan bagi pengawas
tainnya (sebutkan)
1
2 3 4
5 6 7
tl
n
tl
rl
tl tl n
Apabila ada hubungan dengan lndustri berskala kecil dan mereka mempunyal kebutuhan pelatlhan, apakah anda Fiap, dengan bantuan pemerLntah. untuk membanb,u mereka memberlkan pelat,lhan kepada karyawannya?
1.
Ya
t] z. rldak 2L
.49,
I(omenbar dan Saran
blla Anda aapaf, nemberlkan komentar atau aaranEaran terhadap daftar pertanyaan dl 'atas, sepertL struktur Jabatan, kesenjangan ketrampllan, lorbngan, hanbatan-tianuatan yang Ueriifliir dengan tenaga- kerJa, kebutuhan tenaga kerJa dan pengenrairgan slgten industrL -untuk -nasa yang akan datangl ternieuk pen!"rn6angan- p"r"giuan untuk lndustrl berskala kecLl. Kaml sartgat rnenghargai,
Terlma kasih atas
partislpasi dan kerJasamanya dalan pelaksanaan eurveL lnl, ...........1
oo......a...
Cap dan tanda tangan
Nama ,fe1as 22
L992
CONFIDENl[IAI,
I'ORLD BI|}IK GOVERNT'iENI Otr' INDONESIA
SURVEY OF TNDUSTRIAII 8KILL8 NEEDS AND ARAININGI DEVEL,OP!{EN:[
L992
QUESTIONNATRE FOR ENIERPRTgES
CHBI{ICAL INDUSIRY
,3'"ffi Nane
PLEASE T'TLL BY HAND PLEASE USE PEN
of Establishment:
Address of Bstablishment:
Distrlct:
Area:
Province:
of Respondent: Positlon:
Name
Telephone/Extension:
Facsirnile:
Firn Ownership:
Private National Governnent
Nane
of
Enurnerator:
t:] t:]
Joint
Venture
fl
Other
t_l
....,
.e.........,
L992
1-
SECTION
. , ' , ,
Ir
ENTERPRISE CHARACTERI8TIC9
Nature of Enterprise:
of st,art of production at this locationl Is this plant one of several plants belonging to the same conpany? No, singre independ"r,l't] yes, one of *.nf '[J How mani't-t Percentage ownership of capital private National rt Government F* Foreign F* How many workers in total, including monthly, Male daily and tenporary, production and-non: production, work in this establishrnent? Female Year
z
TotaI :oduc_tion and Exports
.
what are your principal products, approximate value of annual sales, and approxinate percentage of exports? (Please complete table below)
Principal Products (Most important first)
Total
Approxinate Sales (Rps. Million)
Volume
Unit
1990
199 1
1
990
Annual
Export 1ee1(t)
1991 ml
ml
ml
n]
n1
mI
m1
n1
rchinerv and Technoloqy
,
Do you have one or nore licensing agreements with foreign conpanies to use their technology or production methods in your prani?
nr.Yes
nr.ro
If yes, what type? (please tick appropriate
Process/Production Method
f]
product/Formula n
Brand Narne
What percentage share
fI
of your machinery and equipment (in nonetary terrns) is accounted for by: Production Machinery and Equiprnent Manually Operated Machinery and Hand Tools
Autonatic Machinery Coruput,er Controlled Machinery Inspection and Quality Control Equipment Total what percentage
of your machinery is inportedf
.* I
100
t
-
I*
box)
2SECTION
rI.
STRUCTURE OF OCCUPATTONS, VACANCTEg, rORErcN WoRxERg
t
TURNOVER
10. Please report aIl r+orkers, including family workers and ternporary workers, in one of the libted occuBations which follow. Use the ipacel provided below each group of occupations to write down any occupation not listed. Use these spaces only when there is no appropriate occupation listed. Informati-on on vacancies rEfers to the current situation. Inforrnatl-on on labour turnover, both in-coming and leaving, refers to the past yeBr. The occupations are listed according to the following categories, together with skill levels for production workers for the purpose of-this surv6y: 1.
ltanagers:
In charge of planning, directing and coordinating the policies and activities of the enterprise or departments within that enterprise. Examples: general manager, production. departnent manager, financial department manager. Do not include owners and partners who are not working, in the establishment
2. Professionals! Those whose tasks require a high level of professional knowledge and experience in the fields of physlcal and bioiogical sciencesr of, social sciences. Most occupations here require a university degree-Ieve1 education. Examples: engineers, chemists, aceountants, )-awyers, doctors. Please do not inci.ude those not working in the original field of qualifications, €,9. an engineer working as personnel director should not be included as an engineer.
3. Technieians and Associate professionals: Those whose main tasks require technical knowledge and experience in one or more fields of physical and biological sciences, or social sclences; the rnain tasks.consist of carrying out technical workp Examples: engineering technicians, rrahli tekniktt, computer progranrning assistants, safety and quality inspectors, production supervisors. 4. Clerlcs: Examples: secretaries, typists, production clerks, filing clerk. 5. Service workers and Sales workers: Examples: cooks, fire-fighters, salespersons 5. Craft'and Related Trades t{orlcers (Skilled l{orkers}: whose tasks require the )<nowledge and experj-ence of skilled trades or handicrafts which, among other things, involves an understanding of rnaterials and tools to be used. Their rnain tasks include naintenance and troubile-shooting. Examples: carpenters, welders, motor mechanics, electricians, electronic fitters, pattern makers, laboratory assist.ant,s. 7. ' Plant and tlachine Operators and AssembLers (Seni-st(illed lgerkers) : whose main tasks consist of operating and nonitoring processing and production machinery and equipment, as well as driving and operating mobile plant, or assembling products frorn component parts. Exarnples: boiler operators, sewing machine operators, pressing machine operators, electronic product assenblers, fork-lift drivers, bus drivers. 8. Elementary Workers (.Unskilled Wqrkersl: whosd tasks are sinple and routine, involving the use of hand-held tools and in some cases considerable physical effort but limit,ed personal initiative or judgernent. Examples: security guards, cleaners, labourers, hand packers,
material novers (by hand), helpers.
: CIII1MICn t- INDUS'I'RY EA,tPLOYIV{ENT ItY OCCUPA'|'ION :
Vncorrcics
I=
Totnl Workus
occurATtor{ ANNGERS 'roductJon and opcrttions dcpartmcnt manngcrs;lncnce nnrl admlnlstrntlon-.,t.p_U!fl.nllglg"*
'crsonncl,ttni,:!l@ $Igl*"{ Uglq:rr___
ialcs and mnjklttg
\dvcrtlslng & pl:b.!]31:!g!l911$t1rr. iupply and Dtstrlbutlon dcpqrtmcnt m0nogcrs_* lcsearch and
lcncrnl monogers SUB
TO NL
l0rEsstoNAL :n' I g:l.1)jl:t1.li].tr
t
|:. "
=_
egry!9r_t:g.qT]llsrs_ lcc ltnn lcnl I
cct
r
lcnl
crr
g!y_:l_-_
-cl
gln.!c-t
l_--__
hctnlcnl crrgJnc-:3 ruluslrtnl cuglnccrs
lgtollgel.!.,_.-11
--
g$g9_39t * lnll
c rr
I incc rs
!::r:telt::'i*( il:y_"ira lU _ lologlsts harmaclsts and pntholoqists lcd lcal doctc
r/otl,.r_!3!lr rygf.llll.
f.
ccountattts. nuSlgr:
g:$:: ftrj!Lgd_t,-!L_
uskrcss prolcssionnls
(dcscrlbj)__ .-_
:tsonncl nnd lnbout rcln(iorrs pro[cssiorrnls rnlning profcssiolrnls
olvlcjr
*
_
SUB TOTAL
lcrrNrctnr{s rutD
ASSOC!n
IE tRorEssroNALs
hcmlcol and plyslcnl sctcncc tcchrricinns
lcctrlcal
tcchrrlclnrrs
lcctronlcs cnglnccrlng lcchnicinns_ lechanical
lcchniclons
hcmtcnl crr-glnccring tcchnicinns
ilnlng ond-mctnllurgicnl tccluricinns rnuglspcr.sorrs
dustrlnl crrglnccrln g_tcclrnlclans
{:rse!r:0s_!9u!:!srlder osslslnntr
lmpulct
opcrotorr
dustrlol robot controllerr
:!I!regd nl:]gry:rg: rfcty nnd quollty In:pcclorr roducllon hsl:cctorr
t'teeqr)
2 = Dlf0cult
Tumovcr ln tfto lac 12 ntJrr.
/ ttftlez CHEMICAL
INDUSTRY EMpLoyMENT By
occt pATtoN
: Vacancl* t =
2 = Dlf0cult
Tunovor ln tho laC
Tcchalcal & conmcrslal sdeg
Cashlqs and llckct clcrkr ond tnformotlort clcrks
ICE AI{D SALES WORKERS
lT AND RELATED TRADES W
Motor vchlclc mcchanlcs urd littcrs luduttrlal machlncry mcchonlcs and flttcrr Electrlcal cqulpmcnt mcchnnlcs a.ud littcrr Prcclglon Instrumcnt nokcrs urd reonlrr
12
ot[r.
q
ble:
CIIEMICAL INDUSTRY EMPLOYMENT BY OCCUPATION
.'::
2 = Dlfflcult
Total Workcn OCCUPATION
SU
toTAL
RATOR PABRIK/MESIN D NN TBNACA TERAKIT
I. ST/ITIONARY PLA}IT
OPERA'
MACITINE OPERJ\TOR AI.{D
Chcmlcol products not clscwhcrc classl0cd
3. DRTVES AND MOBTLE PLNNT O Cnr and vun drlvcrl truck and
lory drlvcrr
Cranc, holst ond rclatcd
SUB TOTAL
ELEMENTARY OCCUPATIONS
r ald packogc dcllvcrcrs
lland prckcrr & othcr manufact. tabourcrs
SU8 TOTAL
TOTAL
Turnovcr la tho
lid
12
nthr.
6
11. What is the Average Educational Attainment of your employees? Elenentary Operator/Assenbl.
Supervisor Assoc. Prof.
AIl
Emoloyees Male Fernale
New Emplovees MaIe FemaIe
Key: None =
L2.
1; Prirnary = Zi
SI'lp
= 3;
Sl,lA
= 4;
STM
= Ei
D3
= 6t 51* = Z
How many science and engineering graduates, including those currently ir managerial positions, do you employ in your firrn?
Category
LeveI sL
Total
Working as Managers
s2/s3
New Recruits in 1991
Difficulty
Recruiting
Science
Engineers Mechanical
Eleetrical Electronic Chernical
Metalurgy
Industrial Other
Total
Engineers
*) Note
:
Difficulty in Recruiting Rating Sca1e 4
3
Very Difficul-t
2
1
Not Difficult
*)
-
r7
trII. GENERAL CONSTRAINTS ON PRODUCTIOIT 3. Please indicate in the tables below what najor problens and constralnts you face in reducing costs, and improving efficiency and product quality (Please rank the severity of the problens), SECTION
General Issues NO.
1.
Very Important Not Important
Constralnt or Problem Quallty of
Raw ttaterLalg/Componente
4
3
2
1
4
3
2
1
4
3
2
1
4. Wastage of Materlale
4
3
2
L
5. Low QualJ-ty of coodE produced
4
3
2
1
6. Production Deadll"nes are often mleeed
4
3
2
I
4
3
2
I
4
3
2
1
4
3
2
1
4
3
2
1
4
3
2
1
4
3
2
1
4
3
2
1
14. Employee Turnover
4
3
2
1
15. Employee Absentdelsm
4
3
2
1
4
3
2
1
4
3
2
1
2. Delaye tn MaterLAl Dellvery 3.
AvallabLlLty of Transport
Avallabtllty of Electrlclty 8. Wastage of Electrtcity
9. 10.
Quallty & Skille of
and Water
and Water
Hanagers
Quallty & SkLIIg of Engtneere
t1. Quallty & Skills of Technlciang t2. Quallty & Skllls of Supervlsors 13.
Quallty & Skltls of Operatore/Aseemblere
16. Inadequate MaLntenance 17. Careless Uee
of
of Equipment
EquJ.pment
18.
Quallty of Machlnery/Equlpment
4
3
2
1
19.
Avallablllty
4
3
2
1
20. Unnecegsarlly large Inventorles
4
3
2
1
2I. Flnanclal and Accounting
4
3
2
I
22. Regulatl-ono on Mlnlmum t{age
4
3
2'
I
23. Regulatlona on Sbaff DlemLsaal/tay-Offs
4
3
2
I
of Needed Egulpment
System
24
Regulatlona on Recrultlng Forelgn Skills
4
3
2
1
25.
Dlfflculty tn obLAlntng Technlcal Advlce on Produetlon process
4
3
2
1
BSECrION
TV.
THE IIORK FORCE
L4; Please te1l us a little nore about the problens you face with the current ski}ls of the foll-owing groups of ernployees: (al Skills of Managers! Problem or Constraint Very Serious Not Serious Connunication Skills 4 3 2 1 Administrati-ve Skills
4
?
2
L
Planning Skills
+
3
2
L
Directing and Delegating
4
3
2
1_
Understanding Production process
4
3
2
L
3
2
L
?
2
L
3
2
L
Training Skills 4 4 Qual'ity Control Managenent 4 Quality Control Methods (bl Skills of Engineers and Other Professionals:
or Constraint Cornnunication SkiIls Problem
Very Serious
Not Serious
4
3
2
1
4
3
2
L
4
3
2
L
Understanding Production Process
4
3
2
1
Practical Skills
4
3
2
L
4
3
2
L
4
3
2
I
4
J
2
1
Planning Skills Delegating Skills and. Know How
Training Skills Quality Control Managenent Quality Control lulethods (c! Skills of Production Supervisors, Problen
or Constraint
Very Serious
Not Serious
Communication SkiIIs
4
3
2
1
Delegating Skills
4
3
2
1
Understanding Production Process
4
3
2
1
4
?
z
1
4
3
2
1
4
J
z
1
Training Skills Quality €ontrol
Management
Quality ControL Methods
-9 l) Skills of Technicians and Associate Professionals (except Bupervisors): Not serious Very Serious roblen or Constraint t 2 3 ommunication SkiIIs 4 1 z )e legating skirls 4 3 nderstanding Production Process
)raining Slcills )u ality Control Management luality Control Methods
4
3
2
l"
4
3
2
1
4
3
2
1
4
3
2
L
r) skilLs of Craft and Related Trades workers: very serious roblern or Constraint tnderstanding Materials & Tools to be 4 3
Not Serious 2
L
Ised
nderstanding Production Process
lepair and Maintenance skilIs raining Skills :) guality
4
3
2
I
4
3
2
L
4
3
2
1
and skilts
of operators and Assemblers: roblem or Coirstraint Very Serious ,a,ck of Basic Educational Skills 3 4 eed for Constant Supervision
lareless/Inproper use of Machinery iorkers Produce low quality Products lorkers do not show up on time
orkers often miss Produetion Deadlines
Not serious 2
I
4
3
2
t
rt
3
2
1_
?A
3
2
I
4
3
2
L
4
3
2
1
10
ls'
do you pay your etnployees? (Please provi.de pereentage share) Elemerrtary Operator/ Trades supervisor Ieeh./ Assembler A. Prof. Casual Daily * * * E Piece Worker t t & I t How
Permanent Daily
t
t
I
I
I
Monthly
*
z
I
&
*
other (specify)
t
I
z
t6
*
100 *
100 *
100 I
100 t
100
&
L6' Please give an estimatb of the average monthry pay of the fo]lowing groups of workers, includins all arrowlnces anO'b6n6fits: Experience
Elementary Operator/ Trades Supervj.sor Tech,1 Assemblef A. Prof.
Newly Recruited
L-4
years
Rp/Month
5-9
years
Rp/Month
10-14 years
RP/Month
75-20 years
Rp/Month
17
estimate the lnonetary ' Please of the following ryv'rE benefits -value costs. allowancgs as a share of totai rabour
Wagee/
Travel
Salaries
Allowance
*
t
Meal
Housing Allowance
Allowaces and Meals
*
t
Pension
Insurance
$
t
Severange
t
and
Total
100 r
L1
gECTION
V.
CURRENT TRAINING SYSTEI.T AND ACTIVITIES
Irtroduction Enterprises can train workers and improve their skills in a variety of ways such as: tAl Formal class-room instruction and courses in the company tBl Formal skills instruction in a special, training workshop tCl fnfornal in-p1ant instruction by supegvisors and co-workers tDl Structured in-plant instruction on the-job tEl Sending workers to take courses at a school, technical institute, university or industry association training center tFl Training provided by naterial and machinery suppliers, technology licensors and ioint-venture partners. 'orma} In:House Traininq Resources
.8.
Do you'.enploy specialized training staff? If yes, how many and of what type? (please
T
yes 1. No 2. fiII table belo w)
Type of Training Staff.
Education
Fu11-Tine
Part-Tine
Qualifications/ Specialization
Training Managers Training fnstructors Training Adninistrators
9. what specialized Training'Facilities do you have in your establishnent? Training Facility Number Average Persons/c1ass Total Capacity Persons Classroons
Training Workshop Training School 0.
Have you conpleted establishment?
a Training Yes 1.
1-.
Needs Analysis or Plan No 2.
did your establishment spend on training (Please exclude vrages of persons beinq trained). 2. Do you measure the productivity t] Yes r-. of workers?. If yes, how is it neasured?
u
How much
last
year?
No 2.
for
your
I2 In-House Training Undertaken Last year
23. Please indicate in the table below (nore than one if relevant) the typ -;r.f"tu; of training provided to o.tt n"""ott-" t"or th establishment in.the past ona """.rlta"U r of day of training provided. . Type of
Tralning
Elementary Operators/ Craft/Trade Supervieore Workera Assemblers Workers
Managera/ Profegg, na
on-the-job watchlng only On-the-job Demonstration by Supervlsor or exp'd worker Classroom Workshop
Type of
Training
See
Subject/Skill Areas (please see example below) Elementary Operatore/ Craft/Trade Supervisora Technlctans Managere/ Workers Assemblers Workers AEsoc. Prof. Profege'na.
the type
of the training
shown on the above
table
Examples
lAl Conmuni.cation Skills tBl Administration tcl Project Management tDl People Management tEl Training Skitls tF' l Finance and Account,ing tGl Quality Control Management tHl Personnel Managenent tIl fnventory Managenent tJl Marketing
of Subiect/Skill Area tKl Quality Control
Methods
tLl Eguipment Maintenance tMl Electrical Maintenance lNl Production process (pls. specify) tol Computer Software (pts. splcifiyi tPl Equiprnent Operation- (specifyl tal Laboratory Technigues iRl Supervisory Training tsl Productivity Training tTl Safety Training tUl Environmental Control
1-l
4.
Please indicate in the table below (rnore than one if relevant) the type of training provided to existinq enplovees of this establishnent, and the approximate nurnber of days of training provided.
Tvpe of
riiining
)n-the-iob ratchin! only )n-the-iob )emonsEiation )y Superviaor )r gxp'd ,orKer )Iassroom lorkehop
Tvpe of
Triining
subject/SkiIl- Areas (please :ree example above) Elementary Operators / Craft/Trade Supervisore Techniciane Workers' Aisemblerb
Workerg
Assoc. Prof
.
See the tvpe of the tralntno shown ofi the table above
In the past one year, how many workers as the firm sent courses to the following training locations?
for training or
Traininq Locatiofr
rivate Vocational ralnlng InstitutLon ubllc Vocatl-onal raining Institutional nivers ity/ po lytechnic ndustry Association uyer atlEquipment Supplier oint Venture or License arEners anagement
Instttute
?ype of Tralnlng
see.the type of the cratntng shown the table above on
subject/Skill Areas (pJ.ease aee ex€rmple above) Operatore/ Craft/Trade Supervleora Technlclang Manaqers / ABsemblerb Workers Aasoc. Prof. Profe6e'nal
L4
26.
Itave you participated in any training a rranged by an Industria LTr aininr Developnent Unit (fTDU)? tl 1. No 2. If yes, please give details inYes the table le below: subject/Ski1l Area Occupation of Trainees No. Tralned
n
27. Do you have any joint training prograrmes with other firns?
f] 1. yes
tl
n tf
tl tl
tl 28.
tl
n
f] 2. No
rf yes, how are these organized? (Please tick one or more answers) 1. through industry association 2. through Government or public institutions 3. through ad-hoc arrangements with other firrns 4. through specialized training companies 5' through training programmes organized by suppriers 6. through training programnes organized by buyers rf you do not have a joint training progranme you find such programnes useful ir ivairlurel with other firns, wouli yes 1. tr tl No 2. rf not useful, your main reasons are (prease tick alr that apply): 1. Training they. provide is not tailored to our needs
2. Labour turnover anong trained workers wi}l increase 3. Cost of training is too high 4 - rt is difficurt to get cooperation from other firms 5. rn-house trainingr is adequate for our skill needs 29 ' rs there a system f"I testing and certifying skil]s of r,rro rke rs completing formar training progrimnes or courses? yes1. I I No2. rf yes please give details for persons tested or certified in the past one year:
tl
n
tl
tl
Type of Employee
by the Firrn by Industry Association by Government Agency
No. Certified
15
J. rn the last 3 years, how has the amount of formal and informal training provided to your ernployees changed? rncreased
l.nStayed the Sane z.nDecreased 3.fI
Donrt rnow
a.fl
1. If your firm conducts training, please give us the nain reasons fron among the following (please tick a1l that apply): -'l J 1. to improve worker at,t,itude -'l J 2. to improve worker skills to upgrade quality -t J 3. to improve worker skills to increase output -t J 4. to improve sense of loyalty -t ) 5. to reduce or mininize effect of high labour turnover. 2. rf companies do not invest in training, oE invest very litt1e, please rate each of the following reasons according to its irnportance the decision not to provide (ot provide very littfe; tralning to intheir employees: Rating Scale 4
3
Very Relevant
:l :l :l l :l :l :l :l r
'
2
1
Not Relevant.
1. Training is not affordable because of lirnited resources 2- Training is costry because of high rabour turnover 3 ' We lack knowledge about training techniques and the management of training progranmes 4. The firm uses mature technology, and new employees quickly proficient in the Job through learning by doint 5. skilred workers are readily hired from other firrns 5. skills provided by schoors are adequate for our needs 7. we are skepticar about the benefits of training B. Workers will denand higher pay The Government has recently introduced a regulation
to deduct training costs fiorn taxable incom6:
becorne
that permits firms -
Are you deducting your training cost,s this year? yes
1l-_l ro z F &). . ..,.. .,M1.
If yes, how nuch will you declare for deduction? l{ill this d'eduction help you to provide nore training? yes rfluo zfJ Howmuchextradoyouexpecttospendontraining?
16
VI. FUTURE TRAININC ACTIVITIES which of the following training related consultancy servLces would yo use to help you organize training, if available? 1. Training needs assessnent or analysis 2. Training curricula and materials developnent SECIT'ION
34.
tl tl tr
tl
n
tl tl
3. 4. 5. 6. 7.
Training evaluation Productlvity measurement Training of trainers Testing and certifications of skills Industry related technical support services
35. If Governnent were to provide partial subsidies for direct trainin costs to be undertaken either in your firrn or to be undertaken i external training institutions, how hany enployees would. you train an in what subjects and skiLl areas? Examples
of SublectlSkill Area
iAl Comhunication Skills tBl Administration tCl Project Management tDl People Managernent tEl Training ski1ls tFl Finance and Accounting tcl Quality ControL Managenent tHl Personnel Management iIl fnventory Management. iJl Marketing (a) Training progranmes for Training
(b) Training Training
Programrne
Progranmeg Programne
lKl Quality Control Methods tLl Equipnent Maintenance tMl Electrical Maintenance tNl Production process (pls. specify tOl Cornputer Software (pls. specifiy tPl Equiprnent Operation- (specify; al Laboratory Techniques Rl Supervisory Training sl Productivity Training trl Safety Training tul Environmental Control
l{anagers
Nunber
of Persons to be Trained
In-Establishrnent Off-Establishment
for Engineers and other professionals of Persons to be Trained In-Establishment Off-Establishnent
Number
L7
c)
Trainini
Training
i) [raining
frogrammeE for Supervisors Number of Persons Programme
Progranmes
In-Establishment
Training
f) Training Training
Progratnmes Programme
Progranmes Programme
Of f
-Establishrnent
for Technicians and Associate Profegsl.onals Number
Training Programme
g) Training
to be Trained
of Persons to be Trained
In-Establishment
Of
f-Establishrnent
for Craft and Related Trades Isorkers Number of Persons to be Trained In-Establishment off-Establishnent
for
Operators/Assemblers Number
of Persons to be Trained
In-Establ ishment off-Establishnent
t-B
SECTION
36.
VTI.
PRODUCTTON AND GROWTII EXPECIATION8
anticipate continuous increase in output from your factory the next 3 years (please tick the boxes that apply)? Do you
Domestic
Export l'larket
Market
r.. tf
No
2.
ff fl f:l
Yes, at a slower rate than in the past 3. Yes, at the same rate as in the past 5. Yes, at a higher rate than j.n the past 7 .
over
4. 6.
8.
t:]
tl
t:] fl
37. what percentage of your business consists of carrying out work for other companies on a sub-contract basis? (tick one answerj
t:] Less than LO? Z, t:] LoZ to 252 3. fl None
38.
1.
How wou19
252
4.
n
50e to 75eo 5.
t_l
752 to L00Z 6.
t:]
you compare your product quality to that of your domestic ani
international competitors?
Our Product euality Compared
lr{uch Lower
to:
Other Indonesian Firms
1.
East Asian Competitors
4.
The Best
39.
to 50%
How
in the
Wortd
'7
tl tl
t]
About the same z. 5. B.
tl tl
Much Lower
Other fndonesian Firms East Asian Competitors
4.
The Best in the World
7.
i..
tl tl
tf
3. 6.
f,
woul9 you conpare your product costs with those
international competitors? Our Product Cost price Compared to:
o
5. B.
rl
tl
n
tl I tl
of your donestic ani
About the same 2,
Much
Higher
Much
Higher 3. 6. o
tl tl tl
1_9
In the last 3 veArs, have changes in the market or other pressures led to any increase in (please circle the most appropriate grade): Not Irnportant Very Inportant Range of products supplied 4 3 1 2 0.
Product design and development
Attention paid to quality Shorter delivery times 1,
l l l l l l 2.
4
3
2
1
4
3
2
1
4
3
2
1
Which quality control system is used in your factory? (tick all that apply)
1. 2. 3. 4. 5. 6-
quality control procedures are responsible for inspection at their own stations inspected along the line by supervisors inspected only after processing is completed inspected by buyers and contractors circles play a very important function in our company.
Workers are using statistical Workers Work is Work is Work is
Quality
Please provide us with some information about your plantts output inputs used over the past 4 years (in nps. Mill1on) :
Value of Goods Produced Book value of Buildings Book value
of Machinerv New fnvestments in plant/Machinery Total Number of Employees Total Labour Costs Cost
of Fuel/Electricity/Water/Gas
Value of Raw Materials/Components
Total Expenditure
on
Research and Development
and
20
SECTION
43.
VIrI.
CO}ITACIS
Do you have sub-con tracting
industries?
Yes 1.
n
I{ITH
SUALIJ 8CALE INDUSTRIES
or other relati onsh ips with small scak No 2.
n
ff yes, how many small scale firms are you related with? If no, please go to question 49. 44.
is the nature of your working relationship with these firm? sub-contracting for supply of materials or components 1 sub-contracting for supplylassembry of final goods 2 uarketing of products in Indonesia 3 Marketing of products abroad 4 What
tl tl tl tl
Other (please specify)
5
45,
What
46.
Do these firns have problems which c ou1 d be employees? yes 1. No 2.
is the estimated total enployrnent in the related small firms?
tl
47
48
n
- rf yes what groups of
emproyees
corrected by training of the
require training?
Managers
1
Finance/Accounting personne]
2
Production Supervisors
3
Technicians/Assoc. profs.
4
Craft and Related Trades Workers
5
Operators/Assenblers
6
others (please specify)
7
tl
n tl tl tl tl tl
rf the snall-scale industries. you are associated with have training ' needs, would-Ylu be prepared, with the assistance of rndustrial truinin,l Devel-oprnent Units (rrDU), to assist thern in training theii e,mpfoyees?Yes 1fl No 2fl
2L ',9.
Other Comments and Suggestions We
would be grateful if you could provide, in the space below, any other
part of this questionnaire, shortages and issues, vacancies, labour-related constraints, training needs and future development of the industrial system, including the developrnent of training for small-scale indutries. comment and suggestions you may have on any
wether related to occupational structure, skill
Thank you again
for taking part in this survey. o. Stanp and Signature
Name
L992
