Bil. 8/2019

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Quarto Urus Ladang Guna Komputer

Sawit merupakan komoditi utama yang memberi pendapatan kepada negara sejak berdekad lamanya. Meskipun ketika ini industri tersebut berdepan dengan kejatuhan harga, namun sumbangannya antara lain mengubah nasib penduduk miskin di negara ini sejak dahulu tidak boleh dinafikan.

Kira-kira lima juta hektar tanaman sawit yang ada di negara ini merupakan nadi ekonomi kepada banyak keluarga peneroka, pekebun kecil, kilang dan industri hiliran yang memberi sumbangan tidak ternilai. Demi memastikan kelangsungan industri sawit dan kemampuannya bersaing dengan minyak kacang soya, sesawi, zaitun dan bunga matahari, kerajaan mahupun pekebun tidak lagi boleh terikat dengan cara konvensional dalam pengurusan ladang.

Bukan sahaja operasi ladang perlu dipertingkatkan dari semasa ke semasa, malah kelemahan pengurusan perlu diselesaikan agar segala maklumat atau dokumen penting diurus dengan baik. Ini termasuk mengamalkan penggunaan teknologi terkini dalam pengurusan perladangan agar memudahkan dokumen yang diperlukan diperoleh dengan mudah tanpa sistem pengurusan yang kompleks serta mesra pengguna.

Kerana itu LintraMax (M) Sdn. Bhd., penyedia penyelesaian perisian pengurusan ladang sejak 2002 bekerja keras membangunkan satu sistem perisian yang diberi nama Quarto. Aplikasi tersebut dapat membantu hal ehwal berkaitan sistem pengurusan ladang yang berasaskan perkomputeran awan (cloud computing) yang menyasarkan ladang kelapa sawit di negara ini.

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Utusan Online29 Julai 2019

Pun begitu, perisian tersebut hanya dilancarkan pada 2016 dan sejak itu terus menjadi pemangkin industri tersebut bagi membantu pelanggan menerima penyelesaian digital untuk ladang mereka.Pengarah Urusan dan pengasasnya, Khor Kheng Khoon berkata, sistem Quarto dicipta bagi memudahkan pemilik ladang atau pekerja di bahagian pengurusan menyelaras dan menerima maklum balas prestasi di ladang.

Menerusi maklumat yang dimuat naik juga membolehkan pihak pengurusan membuat keputusan dalam sesuatu perkara dengan lebih efektif berdasarkan fakta. Katanya, aplikasi baharu itu dicipta untuk membantu pengurus-pengurus ladang sawit menyelaraskan kerja- kerja di ladang.Sistem baharu itu juga memudahkan pemilik untuk mengakses data ladang mereka bila-bila dan di mana sahaja melalui pelayar web pada mana-mana peranti mudah alih. Menerusi teknologi itu juga, pengurus ladang tidak lagi perlu bergantung pada buku log berasaskan kertas atau kaedah-kaedah manual yang lain.

Berdasarkan pengalaman, pengurus ladang masih menggunakan buku log yang bukan sahaja sukar dikendalikan, malah juga menjadikan proses melaporkan data ke ibu pejabat mengambil masa yang agak lama. Quarto kini ditawarkan untuk ladang-ladang kelapa sawit di Malaysia dan Indonesia.

Memandangkan kerja-kerja di peringkat ibu pejabat turut boleh dimuat naik dan diakses oleh orang tertentu atau pekerja, Quarto dilengkapi sekuriti dan privasi terbaik selari dengan perkembangan teknologi terkini. Malah, perisian ini turut mendapat kerjasama bersama Mircosoft dan Google.

Dalam pada itu, ketika ditanya mengenai pembangunan perisian ini, Kheng Khoon memberitahu, Pembangunan dan pengkomersialan Quarto ditampung oleh dana yang diterima daripada Perbadanan Ekonomi Digital Malaysia (MDEC) berjumlah RM700,000. Ia daripada program Tabung Pembangunan dan Komersialan Produk (PCF).

Quarto Standard meliputi ciri-ciri utama yang penting dalam menguruskan tugas-tugas dan aktiviti kerja dari peringkat estet hingga pelbagai fungsi lain seperti perakaunan, senarai gaji, daftar kedatangan pekerja am dan penuai, pemerolehan, pengurusan inventori, pengurusan tapak semaian dan pengurusan kenderaan yang dijalankan di ibu pejabat ladang. Ia juga sesuai digunakan oleh pekebun kecil.

Perisian ini difahamkan telah digunakan oleh kebanyakan ladang di Malaysia, Indonesia dan Papua New Guinea selain digunakan secara meluas oleh FELCRA Berhad, SIPEF Group, MP Evans Group, Tamaco, Melangking, Guthrie Group dan Lembaga Getah Malaysia.

Bil. 8/2019

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Four Ideas That Will Change The Future Of Work

There are four key considerations that should inform this future of work.

Digital ecosystems

Far from the robots replacing us, many industries are seeing an increased requirement for human interaction. Take the consumer goods and life sciences sectors: where once they were more than happy to operate in the background and let retailers deal with end customers, they now have to have a direct relationship with the consumer.The challenge is therefore how to unlock the widest range of human potential. Most businesses are still geared around 9-to-5, office-bound work, which excludes a huge pool of talent: single parents, disabled people, those who live outside of the big conurbations, to name just a few.

To deliver a future of work where businesses can harness this wealth of human resource, businesses must build digital ecosystems that enable anytime/anywhere working. This would tear down the traditional barriers that have prevented many highly able people from bringing value to businesses.

An example of this already coming to life is businesses who are leaning into the gig economy. Enabling and celebrating this inherently flexible work means companies are more attractive to “digital natives” than traditional big companies. In turn, it gives access to previously restricted talent pools and opens up competitive advantage.

Talent reskilling

Anyone can gain “hard skills” such as coding or operating complex software; it is the skills traditionally seen as “soft” such as creativity, problem solving, communication and teamwork that bring real long-term value.

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Offices, coworking spaces on the river island of Nantes (north-western France), Zero Newton building Offices for coworkers, coworking spaces : people sitting at tables working on laptop.

Reskilling the workforce is therefore about much more than getting them to master new technologies. The most valuable members of staff will be the ones who have a comprehensive understanding of the business’ strategy and the sector in which it operates. This is a particular priority for industries that have been cannibalised by tech-savvy startups such as the financial services sector. These businesses need to find or develop fully-rounded, multi-skilled employees who can bring “their full self” into work–and who have the depth and range of industry knowledge to create new strategies to compete with, say, digital-first challenger banks.Businesses will also need to look beyond their traditional recruiting pools to find people with the drive, determination and ambition to thrive in the future of work. Looking beyond graduates and finding potential among those who never went to university, or those who have been held back by criminal records, are just a couple of examples.

Fluid operating models

The future business landscape will reflect this trend for greater and more complex mutual dependence. This will require businesses to get rid of traditional, rigid operating models. Instead, they should look to build more fluid relationships that enable employees to move seamlessly between departments and develop a holistic view of these complex relationships.

Businesses also need to move from linear processes to circular processes, as end-to-end visibility becomes critical, for example in supply chain. This nimbleness and flexibility of process requires a platform that runs real-time analytics, to ensure internal processes are just as flexible as a business’ interaction with external organisations.

The classic example is manufacturing, where businesses are under intense pressure to make things faster, more cheaply, and with much greater personalisation than ever before, while also developing a range of added value services.This has implications for one of the thorniest of corporate questions–how large businesses can acquire start-ups without suffocating them under layers of prescriptive requirements, such as centrally mandated workflows or approvals processes. By contrast, businesses that can create more fluid, protean ecosystems will find themselves far nimbler, and thus far better prepared to take advantage of new market opportunities.

Let’s get phy-gital

It’s an ugly word but an important one. As its spelling suggests, “phy-gital” is all about creating a nexus between the physical and digital aspects of a business so that each can support the other. There are many potential phy-gital applications–retailers, for example, have become expert at optimising their online and High Street offerings–but improving efficiency and reducing businesses’ carbon footprint are a couple of the most exciting and far-reaching. Phy-gital strategies will be crucial for businesses in asset-intensive industries such as oil and gas or hi-tech, enabling them to slash the amount of energy used to power, heat, and light buildings.

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But phy-gital isn’t just about rationalising operations; it’s just as important for delivering great working environments, where people can work productively and collaborate effectively wherever they are. With work no longer somewhere we go and rather something we do, phy-gital efforts need to be focused on making it incredibly easy to start working and connecting, whether employees are hot desking or dialling in from home.

Forbes31 October 2019

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