The Leadership Challenge by Kouzes and Posner (2017)

Overview & Publication Details

• Title: The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (6th Edition)

• Authors: James M. Kouzes & Barry Z. Posner

• Publisher: Jossey-Bass (a Wiley imprint)

• Publication Year: 2017

• Format: Hardcover and ebook; 378 pages (Princeton University Library Catalog, Amazon)

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Core Concepts

1. The Five Practices of Exemplary Leadership

Based on over 30 years of research involving around 75,000 written responses to the question “What do you do as a leader when you're at your personal best?”, the authors identified five key behaviors that define outstanding leaders: (Wikipedia)

1. Model the Way – Lead by example, aligning actions with shared values.

2. Inspire a Shared Vision – Paint a compelling future that motivates collective effort.

3. Challenge the Process – Encourage innovation and willingness to change.

4. Enable Others to Act – Empower, build trust, and foster collaboration.

5. Encourage the Heart – Recognize contributions and celebrate progress meaningfully.

Details as below

These Five Practices of Exemplary Leadership from Kouzes & Posner’s The Leadership Challenge are the backbone of their model. Let me explain each in detail with examples so it’s practical and clear:

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1. Model the Way

👉 “Leaders must set the example by aligning actions with shared values.”

• What it means: Leadership starts with credibility. People follow what you do, not just what you say. A leader identifies core values (personal + organizational), communicates them clearly, and consistently demonstrates them through actions.

• How to practice:

  • Define and clarify your values.

  • Set small wins to build consistency.

  • Be the first to “walk the talk.”

• Example: A manager who values safety doesn’t just enforce rules; they wear protective gear themselves, check safety reports, and prioritize safety over speed in production.

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2. Inspire a Shared Vision

👉 “Leaders envision the future and enlist others in that vision.”

• What it means: A leader doesn’t just have personal goals—they articulate an exciting future that others want to be part of. It’s about creating meaning, not just hitting targets.

• How to practice:

  • Develop a compelling narrative of the future.

  • Speak to people’s hopes, not just numbers.

  • Use stories, metaphors, and vivid language to connect emotionally.

• Example: An NGO leader doesn’t just say “we’ll reduce poverty,” but instead paints a vision: “Imagine a community where every child has a full meal, clean water, and a school to attend.”

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3. Challenge the Process

👉 “Leaders search for opportunities to change, grow, innovate, and improve.”

• What it means: Great leaders are not passive—they question status quo, experiment with new ideas, and learn from failures. They turn problems into opportunities.

• How to practice:

  • Encourage pilot projects and experimentation.

  • Ask “What can we do differently?” often.

  • Treat mistakes as learning, not punishment.

• Example: In a palm oil mill, instead of blaming poor FFB quality, a leader might test new processing adjustments, track FFA more frequently, and share results to encourage continuous improvement.

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4. Enable Others to Act

👉 “Leaders foster collaboration, build trust, and strengthen others.”

• What it means: Leadership is not about controlling everything yourself. It’s about empowering people, giving them tools, authority, and confidence to succeed. Trust and collaboration are essential.

• How to practice:

  • Delegate responsibility with trust, not micromanagement.

  • Build relationships across silos.

  • Invest in training and mentorship.

• Example: A project leader brings engineers, finance staff, and operators together in a cross-functional team, encouraging open communication and giving credit to everyone’s contribution.

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5. Encourage the Heart

👉 “Leaders recognize contributions and celebrate victories.”

• What it means: Achievements must be acknowledged—both big and small. Encouragement fuels motivation and sustains commitment, especially during tough times.

• How to practice:

  • Give specific, genuine recognition (not generic “good job”).

  • Celebrate milestones with the team.

  • Show appreciation both privately and publicly.

• Example: After completing a difficult project, a manager organizes a simple team gathering, gives personalized notes of thanks, and highlights each person’s effort in a company meeting.

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Quick Recap Table

Practice	Key Focus	Leader’s Role
Model the Way	Credibility & values	Walk the talk
Inspire a Shared Vision	Future & purpose	Be a visionary
Challenge the Process	Innovation & growth	Be a change-agent
Enable Others to Act	Trust & collaboration	Be a facilitator
Encourage the Heart	Recognition & morale	Be a cheerleader

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✨ In short, the Five Practices are not lofty theories—they’re practical behaviors anyone can adopt to become a more effective leader.

2. Credibility as the Foundation of Leadership

Credibility—built through consistency, integrity, and follow-through—is the bedrock of leadership. Without it, even the best intentions fall flat (Princeton University Library Catalog, Michael Vicente).

3. Leadership as a Learnable Skill

Contrary to the idea of “born leaders,” Kouzes and Posner present leadership as a skill set anyone can develop. They emphasize personal growth, self-awareness, and perseverance in honing these skills (Wikipedia, Michael Vicente).

4. The Leadership Practices Inventory (LPI)

A practical, research-validated 360-degree assessment tool that allows individuals—and their colleagues—to measure leadership behaviors aligned with the Five Practices. Widely used across organizations to improve leadership effectiveness (Wikipedia, Leadership Challenge, Amazon).

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Additional Insights & Value

• Evidence-based & Practical: The book is grounded in empirical data, with abundant real-world examples, reflection exercises, and tips that can be applied immediately (Michael Vicente, Amazon, Princeton University Library Catalog).

• Continuous Relevance: While the original edition appeared in 1987, the authors regularly revise it—most recently in 2017 (6th ed.) and later in the 7th edition—to reflect changing business realities, globalization, and team dynamics (Amazon, Princeton University Library Catalog, Leadership Challenge).

• Reputation & Reach: Over two million copies sold; translated into 20+ languages. It’s widely cited by leadership professionals and praised as one of the most important leadership books in the field (Wikipedia, Leadership Challenge, Amazon).

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Summary Table

Aspect	Details
Edition	6th (2017); 7th released later
Key Model	Five Practices of Exemplary Leadership
Unique Value	Evidence-based, actionable framework
Tool Included	Leadership Practices Inventory (LPI)
Reputation	Highly influential; sold millions of copies globally

#blog #blogger #kembarainsan #buku #book #leadership #leader #challange

🌿 Hana and the Power of Emotional Intelligence

The Crisis at the Palm Oil Mill

It was a sweltering afternoon when the palm oil mill’s boiler suddenly tripped. Alarms echoed, operators rushed, and panic filled the control room. For a moment, all eyes turned to Hana, the mill manager.

This was the test of her leadership — not just her engineering skills, but her emotional intelligence [1].

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1. Self-Awareness

Hana felt her heart racing, fear bubbling inside. She took a deep breath.

“Yes, I’m anxious,” she admitted to herself silently, “but if I let fear show, the team will lose confidence.”

By recognizing her emotions, she prevented herself from reacting impulsively [2].

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2. Self-Regulation

Instead of shouting or blaming, Hana calmly instructed:

“Check the drum water level. Monitor the safety valve. No one panic.”

Her steady tone helped the operators settle. The situation was tense, but she maintained discipline — like a boiler blowdown that releases just enough pressure without causing damage [3].

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3. Motivation

Even when the problem dragged late into the night, Hana didn’t give up.

“We will restart safely, no shortcuts,” she told her tired team.

Her drive wasn’t just about protecting production targets — it was about protecting lives and building trust [4]. The team saw her resilience and followed her lead.

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4. Empathy

During a short break, Hana noticed one young technician trembling. He was new, clearly overwhelmed.

She sat beside him:

“I know this is frightening. I was in your shoes once. Don’t worry, you’re not alone — we’ll fix this together.”

The technician’s shoulders relaxed. Her empathy gave him courage to continue [5].

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5. Social Skills

Once the boiler was stabilized and operations resumed, Hana gathered her team.

She didn’t just give technical instructions. She spoke about teamwork, lessons learned, and gratitude:

“Tonight, we didn’t just save the mill. We proved that we are stronger together.”

Her ability to inspire turned a crisis into a bonding moment [6].

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🌟 The Lesson

Later, standing outside the mill with the night breeze carrying the smell of palm fruit, Hana reflected:

“Engineering knowledge kept me in this role, but emotional intelligence kept us safe tonight.”

She realized that true leadership wasn’t just about managing machines — it was about managing emotions, relationships, and trust [7].

And in that moment, Hana understood why emotional intelligence matters more than IQ [8].

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📚 References / Footnotes

1. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
2. Salovey, P., & Mayer, J.D. (1990). Emotional Intelligence. Imagination, Cognition and Personality, 9(3), 185–211.
3. Cherniss, C. (2010). Emotional Intelligence: Toward Clarification of a Concept. Industrial and Organizational Psychology, 3(2), 110–126.
4. Ryan, R.M., & Deci, E.L. (2000). Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being. American Psychologist, 55(1), 68–78.
5. Boyatzis, R.E., & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion. Harvard Business School Press.
6. Kouzes, J.M., & Posner, B.Z. (2017). The Leadership Challenge. Wiley.
7. George, J.M. (2000). Emotions and Leadership: The Role of Emotional Intelligence. Human Relations, 53(8), 1027–1055.
8. Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.

#blog #blogger #kembarainsan #eq #emotionalqualify

🌿 Hana and the Weight of Words

In the control room of her palm oil mill, Hana was monitoring the boiler pressure when the radio crackled with breaking news from Jakarta. Images of protests, burning parliament buildings, and angry crowds filled the screen.

One line caught her attention: “A politician called protesters ‘the stupidest people in the world.’”

Hana froze. She wasn’t in Jakarta, but the words echoed in her heart. She knew from experience that words can ignite fire more dangerous than steam pressure in a boiler [1].

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Workers Listening Closely

That afternoon, during her routine walkabout, Hana overheard two workers.

“We work hard, but sometimes I feel the bosses don’t understand us,” one muttered.
“Yes, it’s like they see us as just numbers, not people,” replied another.

Hana’s chest tightened. She thought of the harsh minister’s words. If leaders in her own mill spoke carelessly, trust would collapse, and discontent would spread just as it had on the streets of Jakarta [2].

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Boiler and Human Pressure

She turned to the boiler, releasing a controlled blowdown. Steam hissed out, pressure eased.

“This is just like people,” she whispered. “If pressure builds and leaders ignore or mock it, an explosion is inevitable.”

She realized the riot in Indonesia was not just about money — it was about dignity [3]. The minister’s harsh remark stripped people of respect.

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Hana’s Response

That evening, Hana gathered her supervisors.

• She reminded them that tone and words matter as much as instructions.
• She urged them to listen before judging, and to never dismiss workers’ grievances as trivial [4].
• She promised to set aside weekly sessions for open dialogue — not just about production, but about people’s lives.

“We cannot control politics in Jakarta,” Hana said, “but in this mill, our words can either build trust or burn bridges.”

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A Quiet Revolution

Over time, workers noticed the change. Instead of orders barked across the shop floor, supervisors listened first. Hana herself often walked into the canteen, asking, “How’s your family?”

The atmosphere shifted. Output didn’t just rise from machines, but from morale [5].

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🌟 The Lesson

The riot outside became a mirror inside: leadership is not only about systems and wages, but also about respect and words [6].

Hana realized:

• A careless comment can trigger distrust.
• Respect builds resilience in times of crisis.
• Leaders must “release pressure” by opening channels for listening.

Standing under the mill’s night sky, Hana whispered:

“Great power does not only bring responsibility. It brings the duty to speak with compassion.”

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📚 References / Footnotes

1. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
2. Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.
3. Tyler, T.R. (2006). Why People Obey the Law. Princeton University Press.
4. Covey, S.R. (1989). The 7 Habits of Highly Effective People. Free Press.
5. Cameron, K.S., & Spreitzer, G.M. (2012). The Oxford Handbook of Positive Organizational Scholarship. Oxford University Press.
6. Kouzes, J.M., & Posner, B.Z. (2017). The Leadership Challenge. Wiley.

#blog #blogger #malaysia #powerofword #words #riots #indonesia #leadership #dpr #minister #parliment

🌴 Palm Oil Industry: History, Biology, Uses and Development in Malaysia

1.1 Historical Background

The oil palm (Elaeis guineensis Jacq.) is indigenous to West Africa, where the main palm belt stretches from Sierra Leone, Liberia, Ivory Coast, Ghana, and Cameroon to the equatorial regions of Congo and Zaire .

The crop’s development as a plantation industry began in Southeast Asia. In 1848, four seedlings were introduced from Mauritius and Amsterdam into the Bogor Botanic Gardens, Indonesia. The first commercial estate was later established in Sumatra by Belgian agronomist Adrien Hallet, who had experience in the Belgian Congo .

Malaysia’s development began with Henri Fauconnier, who planted oil palm at Rantau Panjang, Selangor in 1911 and Tennamaram Estate in 1917, marking the start of commercial planting in Malaysia .

Scholars divide Malaysia’s oil palm industry into phases :

• Experimental (late 1800s–1916): Early trials.

• Plantation Development (1917–1960): Tennamaram & expansion.

• Expansion (1960s): Government promoted oil palm to diversify from rubber, following the 1955 World Bank Mission recommendation .

Key institutional driver: FELDA (1956), tasked with rural poverty eradication via plantation schemes.

Later phases:

• 1970s–1990s: Expansion to Sabah & Sarawak.

• 1995 onwards: Offshore expansion, particularly to Indonesia.

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1.2 The Oil Palm Biology

Two major species:

• Elaeis guineensis (African oil palm): Main commercial crop.

• Elaeis oleifera (American oil palm): Lower oil, higher unsaturated fatty acids, used in hybrid breeding .

Pollination

Initially believed to be wind-pollinated, discovery of weevil Elaeidobius kamerunicus in 1982 transformed pollination efficiency .

Yield

• Harvest: 24–30 months after planting.

• 8–15 FFB per palm/year, each 15–25 kg.

• Elite planting: 30–39 t FFB/ha, ~5–8.6 t oil/ha .

• National average (2001): 19.14 t FFB/ha, 3.66 t oil/ha.

Cultivars

• Dura: Thick shell, moderate mesocarp.

• Pisifera: Shell-less, female sterile, used for breeding.

• Tenera (DxP hybrid): Thin shell, high mesocarp; discovered by Beirnaert in 1939 .

Breeding Focus

• Yield, oil quality, slow-height increment.

• Dwarf palms, high unsaturated oil, lauric oil, carotenoid-rich hybrids .

Clonal palm research (1980s): yields ↑ 30–54% .
MPOB also pursues genetic engineering for high oleic acid palms .

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1.3 Characteristics of Palm Oil

Palm oil produces:

• CPO (mesocarp).

• CPKO (kernel).

Fractionation yields olein (liquid) & stearin (solid).

Fatty acid profile:

• Palm oil = balanced saturated/unsaturated.

• Palm kernel oil = high saturated, like coconut oil.

• Soy oil = high unsaturated, less stable at heat .

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1.4 Uses of Palm Oil

Food Uses (~80%)

• Cooking oil, margarine, shortenings, frying fats.

• Ice cream, non-dairy creamers, cocoa butter equivalents .

• New product: Red Palm Olein (high in carotenoids, Vit A precursor) .

Non-Food Uses (~20%)

• Direct: Biofuel, drilling mud, soap, epoxidised palm oil.

• Oleochemicals: Fatty acids, esters, alcohols, nitrogen compounds, glycerol.

  • Candles, detergents, cosmetics, lubricants, biodiesel.

• In 2000, Malaysia produced 1.2 mt oleochemicals (19.7% world total) .

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1.5 Global Production

• 2001: World palm oil = 23.18 mt, 19.8% of oils/fats.

• Doubled 1990–2001.

• Malaysia: 11.8 mt (50.9%); Indonesia: 7.5 mt (32.3%).

• Palm oil = most traded oil, 45.6% of world oils/fats exports .

Projection: By 2020, >40 mt production, with Indonesia overtaking Malaysia .

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1.6 Palm Oil in Malaysia

1.6.1 Planted Area

• 1960: 54,638 ha.

• 2001: 3.49 m ha (60% Peninsular, 29% Sabah, 11% Sarawak).

• Growth focused in East Malaysia due to land .

1.6.2 Production

• 1980: 2.57 mt.

• 2001: 11.8 mt (↑ 4.6x).

• Sabah became largest CPO producer by 1999, 31.5% share .

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🌟 Summary

Palm oil’s journey — from four seedlings in Bogor (1848) to global industry dominance — reflects Malaysia’s role as a pioneer. FELDA’s schemes, breeding breakthroughs, and R&D (MPOB) positioned Malaysia as a leader.

Key strengths:

• World’s highest oil yield per hectare.

• Versatile food & non-food applications.

• Stable oil profile.

Challenges:

• Land scarcity, sustainability pressures, and competition from Indonesia.

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📚 References / Footnotes

1. Hartley, C.W.S. (1988). The Oil Palm. Longman Scientific & Technical.

2. Tate, D.J.M. (1996). The RGA History of the Plantation Industry in the Malay Peninsula. Oxford University Press.

3. Gray, R. (1969). The History of Agriculture in Malaya. Kuala Lumpur.

4. Singh, H. (1976). Plantation Agriculture in Malaysia. Universiti Malaya Press.

5. World Bank (1955). Malaya: Economic Survey Mission Report. Washington DC.

6. Latiff, A. (2000). Elaeis oleifera Breeding Potential. MPOB Journal.

7. Syed, R.A. et al. (1982). Introduction of Elaeidobius kamerunicus for Oil Palm Pollination in Malaysia. Planter Journal.

8. Henson, I.E. (1990). Oil Palm Productivity: Potential and Limits. PORIM Bulletin.

9. Rajanaidu, N. et al. (2000). Oil Palm Breeding Strategies. MPOB Monograph.

10. Siburat, S. et al. (2002). Performance of Oil Palm Clonal Plantings. Planter.

11. Cheah, S.C. (2000). Transgenic Oil Palm Development. MPOB Research Report.

12. Yusof, B. (2001). Genetic Engineering in Oil Palm: Progress and Prospects. MPOB.

13. Salmiah, A. (2000). Palm Oil: Chemistry and Uses. MPOB Publication.

14. De Man, J. & De Man, L. (1994). Cocoa Butter Substitutes from Palm Oil. JAOCS.

15. Berger, K. (1996). Nutritional Aspects of Palm Oil. American Journal of Clinical Nutrition.

16. MPOB (2001). Palm Oil Statistics 2001. Malaysian Palm Oil Board.

17. Oil World (2000). Oil World 2020: Global Projections for Oils and Fats. Hamburg.

18. Abang Helmi, I. (1998). Future Expansion of Oil Palm in Sarawak. Sarawak Development Journal.

#blog #blogger #kembarainsan #sawit #mill

🌿 Hana and the Secret of Boiler Water

A Shocking Incident

One morning at a palm oil mill, Hana — a newly promoted engineer — received an emergency call. The main boiler, rated at 25–27 mt/hr, had suddenly tripped. The operator reported a tube leak.

Rushing to the site, Hana smelled hot steam in the air and saw anxious faces. Upon inspection, she found tubes that had melted and sagged, as if the metal had burned from within.

“How could this happen? The boiler had just gone through overhaul months ago…” she thought, stunned.

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Hana’s Investigation

As an engineer, Hana refused to jump to conclusions. She examined the water treatment logs, blowdown records, and chemical test reports. What she found was alarming:

• Water hardness far above acceptable limits.

• Dissolved oxygen dangerously high.

• Phosphate levels inconsistent.

She realized: the root cause wasn’t the boiler itself, but the water fed into it.

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A Harsh Lesson on Water

Hana recalled her engineering lectures:

• Poorly treated water allows minerals (Ca²⁺, Mg²⁺, silica) to form hard scale deposits. These reduce heat transfer, cause localized overheating, and eventually tubes melt [1].

• Low pH and excess oxygen accelerate corrosion — pitting, acid attack, and caustic embrittlement [2].

• Organic contamination or oil causes foaming and carryover, leading to turbine damage [3].

Now, these theories were no longer textbook knowledge — they stood before her in reality.

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A Difficult Decision

As the manager, Hana knew what had to be done would be unpopular. She ordered:

1. Immediate boiler shutdown for safety.

2. A retraining session for all operators and lab staff.

3. A strict water testing regime: daily checks on pH, hardness, and TDS; weekly checks on phosphate and sulfite; and scheduled blowdowns.

Some grumbled at the rising chemical costs. But Hana stood firm:

“The cost of water treatment is nothing compared to the cost of retubing — or worse, the cost of human lives in a boiler explosion.”

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Hana’s Reflection

That night, Hana sat quietly on her mill house balcony. She realized that behind the so-called glamour of an engineer’s title lay a burden only insiders understood: the responsibility for safety, lives, and high-pressure systems.

“Being an engineer isn’t just about managing machines. It’s an amanah — a trust. And every trust will be accounted for before God.”

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🌟 Conclusion

The tube failure became a turning point in Hana’s career. From that day, she became a strong advocate of consistent boiler water treatment, often reminding younger engineers:

• Never neglect the water. The water determines the life of the boiler.

• True success isn’t just in big projects or promotions, but in the discipline of small, unseen details that prevent disaster.

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📚 References / Footnotes

1. Sulaiman, R., et al. (2015). The Effect of Poor Water Treatment on Boiler Tubes in Palm Oil Mills. Journal of Engineering Science.

2. ASME (2019). Boiler and Pressure Vessel Code, Section I – Power Boilers. American Society of Mechanical Engineers.

3. Klinger, R. (2018). Carryover Phenomena in Industrial Steam Boilers. Power Engineering Journal.

4. Malaysian Palm Oil Board (MPOB). (2020). Boiler Operation and Maintenance in Palm Oil Mills. MPOB Technical Guide.

5. Department of Occupational Safety and Health Malaysia (DOSH). (2021). Boiler Safety and Inspection Guidelines.

6. Babcock & Wilcox. (2020). Steam: Its Generation and Use.

#blog #blogger #boiler #steamengineer #kembarainsan #malaysia #mpob #palmoilmill

🌿 Hana dan Misteri Tube Boiler Cair

Kejutan di Kilang Sawit

Di sebuah kilang sawit di pedalaman, berita mengejutkan melanda. Sebuah boiler berkapasiti 27 mt/hr, yang baru setahun lebih beroperasi selepas melalui proses overhauling, tiba-tiba mengalami masalah serius — tube cair .

Perkara itu segera menjadi bualan hangat di kalangan jurutera dan pengurus industri. Ramai berteka-teki, ada yang menuding jari, ada yang membuat spekulasi.

Hana, seorang jurutera stim Gred 1 yang baru dilantik sebagai pengurus kilang, turut terpanggil untuk meninjau sendiri kejadian tersebut.

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Rasa Rendah Diri

Saat Hana berdiri di hadapan boiler itu, jantungnya berdegup kencang. Bau logam panas yang terbakar masih menusuk. Pandangan matanya jatuh pada tube yang cair, berlekuk seperti lilin mencair.

“Aku seorang jurutera, tapi aku tidak berani membuat kesimpulan terburu-buru.”

Di hati kecilnya, Hana penuh rasa rendah diri. Dia tahu, setiap kesimpulan mesti berasaskan fakta, bukan sangkaan .

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Beban Fikiran Seorang Jurutera

Malam itu, Hana tidak dapat tidur lena. Fikirannya berputar, memikirkan punca dan kemungkinan:

• Adakah disebabkan water treatment yang tidak sempurna ?

• Atau mungkin carry-over akibat level drum yang tidak stabil ?

• Atau kecuaian operator yang gagal memantau tekanan ?

Seperti kebiasaan, walaupun hari cuti hujung minggu, bahkan ketika baru bangun tidur, Hana tetap membawa “beban kilang” di mindanya.

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Di Sebalik Glamour

Bagi orang luar, jawatan pengurus kilang sawit kelihatan glamor. Gaji besar, kereta syarikat, rumah besar, dan dihormati saudara-mara.

Tetapi hanya Hana yang tahu:
Di balik semua itu, ada tanggungjawab besar yang sentiasa menghantui.
Nyawa pekerja, keselamatan loji, dan risiko letupan tekanan tinggi .

“With great power, comes great responsibility.”
Kata-kata Spiderman itu benar-benar terasa dalam hidupnya.

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Prinsip Hana

Hana berjanji pada dirinya:

• Tidak akan menutup mata pada isu keselamatan.

• Tidak akan memilih jalan pintas demi kepentingan diri.

• Akan bekerja dengan budaya jujur dan bertanggungjawab .

Kerana bagi Hana, seorang jurutera bukan sahaja bertanggungjawab pada syarikat, tetapi juga bersaksi kepada Allah Yang Maha Mengetahui .

“Tugas ini bukan sekadar mencari rezeki. Ia amanah. Dan setiap amanah akan dipersoalkan.”

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🌟 Penutup

Kisah boiler cair itu menjadi pengajaran paling berharga untuk Hana. Ia mengingatkannya bahawa kejayaan seorang jurutera bukan diukur pada gaji besar atau gelaran hebat, tetapi pada integriti, tanggungjawab, dan doa agar setiap tindakan dilindungi oleh Yang Maha Esa.

Dan sejak hari itu, Hana melangkah ke kilang setiap pagi bukan sekadar sebagai jurutera, tetapi sebagai penjaga amanah hidup dan keselamatan orang lain.

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📚 Rujukan / Footnotes

1. Malaysian Palm Oil Board (MPOB). (2020). Boiler Failures and Maintenance in Palm Oil Mills. MPOB Technical Paper.

2. ASME. (2019). Boiler and Pressure Vessel Code, Section I – Power Boilers. American Society of Mechanical Engineers.

3. Sulaiman, R., et al. (2015). The Effect of Poor Water Treatment on Boiler Tubes in Palm Oil Mills. Journal of Engineering Science.

4. Klinger, R. (2018). Carryover Phenomena in Industrial Steam Boilers. Power Engineering Journal.

5. Jabatan Keselamatan dan Kesihatan Pekerjaan Malaysia (JKKP). (2021). Incident Report on Boiler Accidents. Ministry of Human Resources.

6. Department of Occupational Safety and Health (DOSH/OSHA Malaysia). (2022). Process Safety Management Guidelines.

7. American Petroleum Institute (API). (2020). Recommended Practice 573: Inspection of Fired Boilers and Heaters. API Publishing.

8. Al-Quran. Surah Al-Baqarah 2:283. “Do not conceal testimony, for whoever conceals it – his heart is indeed sinful, and Allah is All-Knowing of what you do.”

#boiler #steamengineer #blog #blogger #kembarainsan #malaysia #engineering #engineer