Bil. 12/2019

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Cantas Bantu Tingkat Produktiviti Ladang Sawit

LEMBAGA Minyak Sawit Malaysia (MPOB) melalui Unit Mekanisasi Ladang telah mengorak langkah dengan memperkenalkan inovasi mesin penuaian bermotor yang diberi nama Cantas dengan objektif meningkatkan produktiviti dan mengurangkan kebergantungan kepada tenaga pekerja asing selain menarik minat pekerja tempatan bekerja di sektor perladangan.

Menceritakan lebih lanjut teknologi Cantas, pegawai penyelidiknya, Mohd Rizal Ahmad berkata, projek itu mula dirintis oleh Abdul Razak Jelani pada 2003 dengan mempergiatkan usaha dalam menghasilkan teknologi penuaian sawit sebelum ia diperkenalkan dalam kalangan pekebun tiga tahun selepas itu.

Menurutnya, Cantas merupakan mesin penuai kelapa sawit yang mempunyai tiga komponen utama iaitu kepala pemotong (sabit), galah dan enjin dua lejang yang dikuasakan oleh minyak petrol.

Katanya, Cantas berupaya menuai dua kali ganda lebih pantas berbanding menggunakan alat tuaian secara manual iaitu pahat atau sabit.

“Dengan adanya mesin Cantas ini ia bukan sahaja mampu mempercepatkan proses tuaian malah dapat mengurangkan keperluan tenaga pekerja sebanyak 30 peratus. Pada tahun 2010 MPOB telah melantik empat syarikat untuk mengeluar serta memasarkannya kepada pekebun.

“Kami telah mendapat maklum balas yang positif daripada pekebun yang menggunakan mesin cantas ini dan pada 2010 MPOB telah memperkenalkan Skim Diskaun Cantas (SKDIC) untuk membantu pekebun kecil mendapatkan alat tersebut,” katanya.

‘ Budaya Inovasi Meransang Kreativiti ’

BULETIN

Cantas Elektro lebih ringan dan mesra alam berbanding dua model sebelumnya

Melihat kejayaan Cantas dalam membantu golongan pekebun, MPOB telah memperkenalkan versi terbaharu yang diberi nama Cantas Evo pada tahun 2014 yang masih mengekalkan enjin petrol sebagai sumber kuasa selain melakukan beberapa penambahbaikkan, termasuk mesin yang lebih berkualiti, ringan dan kurang getaran.

Menariknya, pembangunan terbaru itu turut mendapat pengiktirafan pada Ekspo Penyelidikan, Pembangunan dan Inovasi Selangor 2019 apabila meraih tempat kedua bagi kluster pemesinan dan peralatan dalam kategori industri yang berlangsung di Pusat Pameran dan Perdagangan Antarabangsa Malaysia (MITEC) di ibu negara bulan lalu.

Mohd Rizal berkata, pasukannya yang terdiri daripada Mohd Ikmal Hafizi Azaman, Mohamad Asyraf Aziz dan Yosri Gono mengambil masa hampir tiga tahun untuk membangunkan Cantas Elektro selepas melihat potensi untuk melestarikan teknologi hijau.

Katanya, kelebihan Cantas Elektro adalah mesra alam kerana ia tidak mengeluarkan asap, selain mesin berkenaan juga memudahkan pekebun di kawasan pedalaman yang sukar untuk mendapatkan bekalan petrol kerana jarak stesen dari rumah terlalu jauh.

“Saya sendiri pernah berdepan dengan situasi ini ketika melakukan kerja-kerja pemantauan di kawasan pedalaman apabila terpaksa mengambil masa selama tiga hingga empat jam untuk mendapatkan bekalan petrol. Malah, mereka juga sukar untuk menyimpan bekalan petrol kerana ia mudah terbakar.

“Selain itu, ia juga menjimatkan masa dan kos dalam aspek penyelenggaraan berbanding penggunaan petrol kerana memerlukan banyak kelengkapan seperti palam pencucuh, karburetor dan sebagainya,” jelasnya.

Sasar estet dan pekebun kecil Bagi merealisasikan penggunaan Cantas Elektro dalam kalangan pekebun, MPOB telah melantik Myzer Impression Sdn Bhd untuk mengkomersialkan teknologi tersebut melalui bantuan geran pengkomersialan output penyelidikan dan pembangunan (CRDF1) daripada Perbadanan Pembangunan Teknologi Malaysia (MTDC).

Mohd Rizal berkata, pihaknya menyasarkan estet dan pekebun kecil menggunakan inovasi tersebut kerana sektor berkenaan amat memerlukannya berdasarkan kepada jumlah keluasan ladang dikerjakan.

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SINAR HARIAN04 DISEMBER 2019

Bil. 12/2019

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How Leaders Inspire Innovation

The way to inspire innovation within an organization is with clarity and conviction of a vision. You cannot tiptoe your way into innovation. You must commit to a clear direction so that employees, shareholders, customers and partners all share your belief. When everyone shares the same set of beliefs, the result is an unmatched innovation engine.

A shared belief around a powerful vision has more impact than any other factor in driving positive change. It gives everyone involved the confidence to commit to making that vision a reality. If there is any ambiguity or any second guessing, the already hard task of creating new value gets a lot harder

From Moore’s Law to the Space Program

In 1965, Gordon Moore, then a relatively unknown co-founder of Fairchild Semiconductor and Intel Corporation wrote a paper that included a hard-to-believe forecast: the number of transistors in an integrated circuit chip would double every year, and would continue doing so for the next decade. Today this prediction, (now slightly revised to doubling every two years) is known as Moore’s Law.

Moore’s Law did not follow scientific principles. Rather, it was a prediction of measurable outcomes and a defined time period. It was a vision that soon became a law. And while there was no guarantee that chip capacity would double every two years, everyone believed in Moore’s Law. Everyone followed it, everyone expected it to be true and everyone planned for it.

Since people believed computers would become more powerful, they could dream up scenarios and write applications that weren’t possible using the current processing power. People could innovate freely because they had confidence that by the time their innovations became available computing power would have increased enough for users to take advantage of the new capabilities they were developing.

The shared belief around Moore’s Law is responsible for the growth of the computer industry and the largest wave of innovation in human history.

‘ Budaya Inovasi Meransang Kreativiti ’

BULETIN

The best innovators share the same vision

Just a few years before Moore’s vision, in 1961, then President John F. Kennedy made an equally remarkable call to action. He stated, “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.”

Another bold statement without all the necessary elements in hand to realize the claim. But it was clear, time bound and the outcome was measurable. This became a shared belief and everyone involved in the space program played their roles making this a reality in 1969.A bold vision was realized, once again showing the power of a shared belief. The more you articulate a clear vision, the more likely you are to inspire your team to work together to make it real. Belief empowers people to imagine and then take necessary actions to make the vision true.

An Innovation First Step

The first step for a company’s leadership is to make clear, through words and action, that innovation is a priority. Making innovation a shared belief has to go far beyond appointing an innovation czar or developing an innovation dashboard. It requires thinking about innovation in everything you do. It requires not accepting mediocrity and making sure that every offering, big or small enhances a customer experience in a meaningful way.You cannot be timid about your vision. The way to get to a state of shared belief is to live the vision you are sharing. In the Microsoft example, there was nothing wishy-washy about Gates’ intention to embrace the Internet. His total commitment gave managers the confidence to think differently and try new things.

In contrast, many leaders fail to act with conviction, or they tiptoe their way into new areas with the goal of learning along the way. These efforts usually fail. The lack of full and total commitment prevents success. Many companies today embrace a launch-fast, learn-fast, fail-fast philosophy, but this only works if your offering is given a real chance of success.

What you can learn from Startups

Unlike established corporations, startups don’t have the luxury of selecting what projects to prioritize, or of approving or rejecting one of several competing business plans in front of them. Nor do startups have existing franchises or product lines to worry about growing or cannibalizing. They usually have one idea, and they can only make it work if they go all-in and if everyone shares in the same belief of success or failure. Startups make a full and total commitment to their idea and then do the best job they can around execution.

If corporations want to learn from startups, then it is this mindset they should adopt. Not startup techniques or startup culture or cool offices or a Kombucha bar. It is the shared belief and total commitment to a cause that every organization needs to implement, regardless of its size. This is what breeds a culture of creating repeated breakthroughs.

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FORBES03 DECEMBER 2019