ASAL MUASAL SILSILAH KIAGUS DI PALEMBANG

Kiagus asalnya KIBAGUS, singkatan dan Kiai Bagus, sebuah gelaran yang diberikan Sultan Demak pada seorang Ulama asal negeri Arab yang bernama ABDURROHMAN bin Pengeran FATHULLAH, sehingga is dipanggil Kiai Bagus Abdurrohman bin Pangeran FATHULLAH.Setelah Kiai Bagus nikah dengan seorang salah seorang keluarga Keraton juga diberi gelaran BODROWONGSO (ada versi lain BONDOWONGSO) dan isteri Kiai Bagus dipanggil dengan sebuatan NYAI AYU, disingkat NYIAYU, dan di Palembang sering disebut dengan NYAYU. Kiai Bagus Abdur Rohman ini mempunyai seorang Kakak kandung yang juga berprofessi sebagai Al-Ustaz, yang bernama KIAIMAS ABDUL AZIZ bin Pengeran Fathullah, yang kelaknya keturunan Kiai Mas ini bergelar KIMAS dan di Palembang dikenal dengan initial KEMAS, isterinya bergelar Nyai Mas disingkat NYIMAS.HIJRAII KE PALEMBANG Pada waktu terjadi perebutan kekuasaan dilingkungan Kerajaan Demak dan perpecahan dengan Pajang, banyak priyayi-priyayi tanah Jawa ini tidak mau melibatkan diri, dan mereka memilih untuk HIJRAH ke PALEMBANG, tempat negeri leluhurnya RADEN FATAH dilahirkan dan dibesarkan dan memilih Palembang ini, karena dinilai tempatnya aman dan tenteram, dan jauh dad pusat perebutan kekuasaan.Pada tahun 1547 (pertengahan abad 16), Pengeran Sedo Ing Lautan memi. rombongan Muhajirin, yang didalam rombongan ini terdapat Kiai Bagus Abdur Rohman dan Kakaknya Kiai Mas Abdul Aziz dan juga ikut isterinya Nyai Ayu membawak serta 5 oranganak-anaknya. Di Palembang dimasa itu, ada satuh pemerintahan yang sekarang setingkat KABUPATEN ang dipimpin oleh seorang Adipatih yang diangkat oleh Sultan demak. Karena Pusat Kerajaan dalam keadaan kisruh dan tak menentu, maka atas permupakatan priyayi-priyayi dari tanah Jawa ini, ditingkatkanlah pemerintahan seberang lautan sebagai OTONOMI khusus yang mengatur diri sendiri, dan hubungan ke Jawa hanyalah bersifat simbolis belaka. Dibawah pimpinan seorang Adipatih yang berkuasa penuh dinegeri Palembang, pemerintahannya kayaknya seperti sebuah kerajaan, dengan struktur-struktumya seperti sebuah kerajaan.Kiai Bagus Abdurrohman yang professinya sebagai Da' i, tetap ditugaskan sesuai dengan professinya, dan dapat kepercayaaan berdakwah dan meng-Islamkan masyarakat wilayah BANYU ASIN, khususnya dilingkungan MARGA TANJUNG LAGO. Menurut informasinya, Kiai Bagus Abdur Rohman selama di Palembang, dikaruniai Allah 4 orang anak lagi, dan anak yang keenam yang lahir di Palembang sesudah tahun 1547 itu bernama JAKFAR SHODIO yang sekaligus mewarisi ayanda nya MAI, BAGUS dalam missi dakwanya. Walaupun bertugas di Tanjung Lago, tapi Kiai Bagus dan anaknya Jakfar Shodiq ini tinggalnya di Kampung Sako Kenten, dipinggiran kota Palembang.KETURUNANNYA : - Berdasarkan penelitian dan mendengar cerita-cerita para sesepuh Wong KIAGUS di Palembang dan di Uluan, bahwa pada umumnya Wong-wong keturunan KIAGUS ini adalah berprofessi sebagai agamawan, rohaniawan dan bekerja di Kerajaan dibidang Kepenghuluan,. dan pada umumnya mereka-mereka ini dipanggil oleh masyarakat dengan sebutan Kiai, Al- Ustaz, Syekh, Khalifah dan ada juga yang bergelar Ngabehi.Kiai Bagus Abdur Rohman wafat di Palembang dipengujung abad ke 16, dan dimakamkan di perkuburan Raja-raja Palembang di 1 Ilir Palembang. Diatas sudah dijelaskan, bahwa pada umumnya Wong-wong keturunan Kiagus ini sangat senang dengan Ke-Agamaan, walaupun mereka tidak disebut Kiai dan al-Ustaz, tapi paling tidak mereka jadi DONATUR untuk menunjang kegiatan-kegiatan keagamaaan ditempatnya berdomisili.Hal ini kita kemukakan,bukan berarti kelompok-kelompok kurang senang dengan keagamaan, pada perinsifnya sama, sebagai seorang muslim, mereka-mereka itu semua cinta dengan keagamaan yang mereka anut.Sebagai contoh, yang banyak dimasyarakat, terutama di Batanghari Sembilan dan sekitamya, yaitu dan silsilah yang menurunkan penulis.1. Kiai Bagus Abdur Rohman bin Pengeran Fathullah, sudah jelas, selama lebih kurang 30 tahun berada ditengah-tengah lingkungan Keraton Demak, sebagai Guru Agama Islam.2. Kiai Jakfar Shodiq, juga seorang guru agama, Dai disamping juga sebagai seorang pengusaha, guru silat, penggerak sosial dan pembina pertanian, yang type seperti ini bisa kita sebut ULAMA yang all round, serba bisa.3. Kiai Ahmad, juga pewaris dan ayanda dan datuknya, bekerja dibidang keagamaan dalam linglcungan keraton Palembang baik dimasa Ke-Adipatihan, maupun dimasa ke Sultanan.4. Kiagus Muhammad Nuruddin, juga seorang yang mengabdikan dirinya sebagai karyawan Departemen Kepenghuluan pada Keraton Kesultanan Palembang.5. Kiagus Kuncit yang namanya tidak terditeksi, beliau adalah pendiri Kampung JENENG 2 Ulu, dan beliau mempunyai sebuah majelis Taklim yang banyak didatangi oleh Santri-santrinya baik yang tinggal di Palembang, maupun dam Uluan, diantara santrinya ada yang berasal dari LINTANG EMPAT LAWANG,yaerajurung kemudian menjadi isterinya yang ke 3, yang dinikahinya, ketika beliau sudah berusia 60 tahunan. Sungai SINTEREN adalah saksi bisu, yang menjadi tempat tambatan perahu pada santri-santri yang berdatangan sehingga kemudian anak sungai Musi ini diberi nama SUNGAI SINTEREN sampai sekarang namanya masih diabadikan. Kiagus Kuncit yang kharismatik wafat pada tahun 1836 dikebumikan di Jambangan Talang Keranggo Palembang, dengan meninggalkan 4 orang anak laki-laki dan 1 orang anak perempuan, satu diantaranya bernama Kiagus Muhammad Thosin pada usia 3 tahun ayandanya meninggal dunia.6. Kiagus Kuncung alias Kiagus Abdur Rohman yang hidup selama 1801-1885, anak tertua Kiagus Kuncit, juga tercatat sebagai Figur yang hebat dan mempunyai macam kelebihan, sebagai seorang Perajurit dan seorang ulama.. Kemudian is menyebarkan missinya menjadi Da'i diwilayah ABUNG Lampung Utara, dan bahkan adiknya Kiagus Agustjik diutus untuk berdakwah di Bukit Kemuning, sedangkan adiknya yang lain Kiagus Kumbawa berdawah di Gunung Sugih Lampung Tengah.7. Kiagus Haji Muhammad Thosin, putera bungsu Kiagus Kuncit ini, setelah menjadi • yatim ditinggal ayandanya, kemudian ikut Ibunya kembali ke Lintang Empat Lawang, beliau besar dan dididik di Lintang dan Nikah dengan gadis Lintang dan kemudian menunaikan ibadah Rukun Islam ke 5 •bersama keluarga dan berangkat dengan kapal laut dan Palembang.(100 % disadur dari Tulisan/Buku yang tulis oleh Ir.Kgs.Oedjang Oemar, MT. Dosen di Palembang, Candidat Doktor di UNJ)

ISO 9000 essentials

The ISO 9000 family of standards represents an international consensus on good quality management practices. It consists of standards and guidelines relating to quality management systems and related supporting standards.
ISO 9001:2000 is the standard that provides a set of standardized requirements for a quality management system, regardless of what the user organization does, its size, or whether it is in the private, or public sector. It is the only standard in the family against which organizations can be certified – although certification is not a compulsory requirement of the standard.
The other standards in the family cover specific aspects such as fundamentals and vocabulary, performance improvements, documentation, training, and financial and economic aspects.
Why an organization should implement ISO 9001:2000
Without satisfied customers, an organization is in peril! To keep customers satisfied, the organization needs to meet their requirements. The ISO 9001:2000 standard provides a tried and tested framework for taking a systematic approach to managing the organization's processes so that they consistently turn out product that satisfies customers' expectations.
How the ISO 9001:2000 model works
The requirements for a quality system have been standardized - but many organizations like to think of themselves as unique. So how does ISO 9001:2000 allow for the diversity of say, on the one hand, a "Mr. and Mrs." enterprise, and on the other, to a multinational manufacturing company with service components, or a public utility, or a government administration?
The answer is that ISO 9001:2000 lays down what requirements your quality system must meet, but does not dictate how they should be met in any particular organization. This leaves great scope and flexibility for implementation in different business sectors and business cultures, as well as in different national cultures.
Checking that it works

1. 
   
   The standard requires the organization itself to audit its ISO 9001:2000-based quality system to verify that it is managing its processes effectively - or, to put it another way, to check that it is fully in control of its activities.


2. 
   
   In addition, the organization may invite its clients to audit the quality system in order to give them confidence that the organization is capable of delivering products or services that will meet their requirements.


3. 
   
   Lastly, the organization may engage the services of an independent quality system certification body to obtain an ISO 9001:2000 certificate of conformity. This last option has proved extremely popular in the market-place because of the perceived credibility of an independent assessment.
   The organization may thus avoid multiple audits by its clients, or reduce the frequency or duration of client audits. The certificate can also serve as a business reference between the organization and potential clients, especially when supplier and client are new to each other, or far removed geographically, as in an export context.

Quality management principles
The following text is an integral reproduction of the content of the document "Quality Management Principles".
Introduction
This document introduces the eight quality management principles on which the quality management system standards of the revised ISO 9000:2000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards.
The eight quality management principles are defined in ISO 9000:2000, Quality management systems Fundamentals and vocabulary, and in ISO 9004:2000, Quality management systems Guidelines for performance improvements.
This document gives the standardized descriptions of the principles as they appear in ISO 9000:2000 and ISO 9004:2000. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations' performance.

• Principle 1: Customer focus


• Principle 2: Leadership


• Principle 3: Involvement of people


• Principle 4: Process approach


• Principle 5: System approach to management


• Principle 6: Continual improvement


• Principle 7: Factual approach to decision making


• Principle 8: Mutually beneficial supplier relationships


• The next step
  

Principle 1: Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
Key benefits:
§ Increased revenue and market share obtained through flexible and fast responses to market opportunities.
§ Increased effectiveness in the use of the organization's resources to enhance customer satisfaction.
§ Improved customer loyalty leading to repeat business.
Applying the principle of customer focus typically leads to:
§ Researching and understanding customer needs and expectations.
§ Ensuring that the objectives of the organization are linked to customer needs and expectations.
§ Communicating customer needs and expectations throughout the organization.
§ Measuring customer satisfaction and acting on the results.
§ Systematically managing customer relationships.
§ Ensuring a balanced approach between satisfying customers and other interested parties (such as owners, employees, suppliers, financiers, local communities and society as a whole).
Principle 2: Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
Key benefits:
§ People will understand and be motivated towards the organization's goals and objectives.
§ Activities are evaluated, aligned and implemented in a unified way.
§ Miscommunication between levels of an organization will be minimized.
Applying the principle of leadership typically leads to:
§ Considering the needs of all interested parties including customers, owners, employees, suppliers, financiers, local communities and society as a whole.
§ Establishing a clear vision of the organization's future.
§ Setting challenging goals and targets.
§ Creating and sustaining shared values, fairness and ethical role models at all levels of the organization.
§ Establishing trust and eliminating fear.
§ Providing people with the required resources, training and freedom to act with responsibility and accountability.
§ Inspiring, encouraging and recognizing people's contributions.
Principle 3: Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
Key benefits:
§ Motivated, committed and involved people within the organization.
§ Innovation and creativity in furthering the organization's objectives.
§ People being accountable for their own performance.
§ People eager to participate in and contribute to continual improvement.
Applying the principle of involvement of people typically leads to:
§ People understanding the importance of their contribution and role in the organization.
§ People identifying constraints to their performance.
§ People accepting ownership of problems and their responsibility for solving them.
§ People evaluating their performance against their personal goals and objectives.
§ People actively seeking opportunities to enhance their competence, knowledge and experience.
§ People freely sharing knowledge and experience.
§ People openly discussing problems and issues.
Principle 4: Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
Key benefits:
§ Lower costs and shorter cycle times through effective use of resources.
§ Improved, consistent and predictable results.
§ Focused and prioritized improvement opportunities.
Applying the principle of process approach typically leads to:
§ Systematically defining the activities necessary to obtain a desired result.
§ Establishing clear responsibility and accountability for managing key activities.
§ Analysing and measuring of the capability of key activities.
§ Identifying the interfaces of key activities within and between the functions of the organization.
§ Focusing on the factors such as resources, methods, and materials that will improve key activities of the organization.
§ Evaluating risks, consequences and impacts of activities on customers, suppliers and other interested parties.
Principle 5: System approach to management
Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
Key benefits:
§ Integration and alignment of the processes that will best achieve the desired results.
§ Ability to focus effort on the key processes.
§ Providing confidence to interested parties as to the consistency, effectiveness and efficiency of the organization.
Applying the principle of system approach to management typically leads to:
§ Structuring a system to achieve the organization's objectives in the most effective and efficient way.
§ Understanding the interdependencies between the processes of the system.
§ Structured approaches that harmonize and integrate processes.
§ Providing a better understanding of the roles and responsibilities necessary for achieving common objectives and thereby reducing cross-functional barriers.
§ Understanding organizational capabilities and establishing resource constraints prior to action.
§ Targeting and defining how specific activities within a system should operate.
§ Continually improving the system through measurement and evaluation.
Principle 6: Continual improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization.
Key benefits:
§ Performance advantage through improved organizational capabilities.
§ Alignment of improvement activities at all levels to an organization's strategic intent.
§ Flexibility to react quickly to opportunities.
Applying the principle of continual improvement typically leads to:
§ Employing a consistent organization-wide approach to continual improvement of the organization's performance.
§ Providing people with training in the methods and tools of continual improvement.
§ Making continual improvement of products, processes and systems an objective for every individual in the organization.
§ Establishing goals to guide, and measures to track, continual improvement.
§ Recognizing and acknowledging improvements.
Principle 7: Factual approach to decision making
Effective decisions are based on the analysis of data and information
Key benefits:
§ Informed decisions.
§ An increased ability to demonstrate the effectiveness of past decisions through reference to factual records.
§ Increased ability to review, challenge and change opinions and decisions.
Applying the principle of factual approach to decision making typically leads to:
§ Ensuring that data and information are sufficiently accurate and reliable.
§ Making data accessible to those who need it.
§ Analysing data and information using valid methods.
§ Making decisions and taking action based on factual analysis, balanced with experience and intuition.
Principle 8: Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value
Key benefits:
§ Increased ability to create value for both parties.
§ Flexibility and speed of joint responses to changing market or customer needs and expectations.
§ Optimization of costs and resources.
Applying the principles of mutually beneficial supplier relationships typically leads to:
§ Establishing relationships that balance short-term gains with long-term considerations.
§ Pooling of expertise and resources with partners.
§ Identifying and selecting key suppliers.
§ Clear and open communication.
§ Sharing information and future plans.
§ Establishing joint development and improvement activities.
§ Inspiring, encouraging and recognizing improvements and achievements by suppliers.

The next step:
This document provides a general perspective on the quality management principles underlying the ISO 9000:2000 series. It gives an overview of these principles and shows how, collectively, they can form a basis for performance improvement and organizational excellence.
There are many different ways of applying these quality management principles. The nature of the organization and the specific challenges it faces will determine how to implement them. Many organizations will find it beneficial to set up quality management systems based on these principles.
Further information on the ISO 9000 standards is available from ISO's national member institutes or from the ISO Central Secretariat ISO 9000 enquiry service. Sales enquiries should also be directed to the ISO members or to the ISO Central Secretariat sales department.
ISO publishes the bimonthly ISO Management Systems, which provides updates on these families of standards and news on their implementation around the world. A Spanish-language edition is published by the Spanish national standards institute, AENOR.

Selection and use of the ISO 9000 family of standards
The ISO 9000 family of international quality management standards and guidelines has earned a global reputation as a basis for establishing effective and efficient quality management systems.
The need for international standards is very important as more organizations operate in the global economy by selling or buying products and services from sources outside their domestic market.
This e-brochure (online only, in this HTML version) has been developed by ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 family. Supporting guideline standards and other documents are developed and updated on a continual basis to meet the needs and expectations of users and the market itself. This brochure provides a link to these guidelines and how you can use them to improve your quality management system.
This brochure provides a general perspective on the ISO 9000 family of standards. It is an overview of the standards and demonstrates how, collectively, they form a basis for continual improvement and business excellence.
ISO 9001 specifies the basic requirements for a quality management system (QMS) that an organization must fulfil to demonstrate its ability to consistently provide products (which include services) that enhance customer satisfaction and meet applicable statutory and regulatory requirements. The standard can be used for certification/registration and contractual purposes by organizations seeking recognition of their quality management system.
ISO 9001 has been organized in a user-friendly format with terms that are easily recognized by all business sectors.
You will obtain the greatest value by using the entire family of standards in an integrated manner. It is highly recommended that you use ISO 9000 to become familiar with the basic concepts and the language used before you adopt ISO 9001 to achieve a first level of performance. The practices described in ISO 9004 may then be implemented to make your quality management system more effective and efficient in achieving your business goals and objectives. The ISO 9001 and ISO 9004 standards have been written to enable you to relate them to other management systems (e.g. environmental), or to sector specific requirements (such as ISO/TS 16949 in the automotive industry) and to assist you in gaining recognition through national or regional award programmes
This brochure provides you with:
§ An overview of the ISO 9000 core standards
§ A step-by-step process to implement a quality management system
§ Examples of typical applications of the documents; and
§ Information on the ISO 9000 family of standards.

Selection and use of the ISO 9000 family of standards
The ISO 9000 family of international quality management standards and guidelines has earned a global reputation as a basis for establishing effective and efficient quality management systems.
The need for international standards is very important as more organizations operate in the global economy by selling or buying products and services from sources outside their domestic market.
This e-brochure (online only, in this HTML version) has been developed by ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 family. Supporting guideline standards and other documents are developed and updated on a continual basis to meet the needs and expectations of users and the market itself. This brochure provides a link to these guidelines and how you can use them to improve your quality management system.
This brochure provides a general perspective on the ISO 9000 family of standards. It is an overview of the standards and demonstrates how, collectively, they form a basis for continual improvement and business excellence.
ISO 9001 specifies the basic requirements for a quality management system (QMS) that an organization must fulfil to demonstrate its ability to consistently provide products (which include services) that enhance customer satisfaction and meet applicable statutory and regulatory requirements. The standard can be used for certification/registration and contractual purposes by organizations seeking recognition of their quality management system.
ISO 9001 has been organized in a user-friendly format with terms that are easily recognized by all business sectors.
You will obtain the greatest value by using the entire family of standards in an integrated manner. It is highly recommended that you use ISO 9000 to become familiar with the basic concepts and the language used before you adopt ISO 9001 to achieve a first level of performance. The practices described in ISO 9004 may then be implemented to make your quality management system more effective and efficient in achieving your business goals and objectives. The ISO 9001 and ISO 9004 standards have been written to enable you to relate them to other management systems (e.g. environmental), or to sector specific requirements (such as ISO/TS 16949 in the automotive industry) and to assist you in gaining recognition through national or regional award programmes
This brochure provides you with:
§ An overview of the ISO 9000 core standards
§ A step-by-step process to implement a quality management system
§ Examples of typical applications of the documents; and Information on the ISO 9000 family of standards

Auditing 'competence' and the 'effectiveness' of Action Taken

The following information is provided to guide auditors performing certification audits in understanding the ISO 9001 clause 6.2.2 requirements for 'competence' and 'effectiveness of actions taken', e.g. training.

These requirements are usually audited as part of a product realization process audit and not in isolation. However, it is recognized that some organizations will have separate human resource processes, where most of the evidence needed can be found. This document identifies typical activities performed by organizations to ensure the competence of their personnel and to evaluate the effectiveness of actions taken to satisfy those competence needs, and gives guidance to auditors regarding the types of evidence they should aim to find, and provide examples where appropriate.

To satisfy the competence/effectiveness requirements of ISO 9001, an organization will typically need to do several things:

• Identify what competencies are required by personnel performing work which affects quality
• Identify which personnel already performing the work have the required competencies
• Decide what additional competencies are required
• Decide how these additional competencies are to be obtained – training of personnel (external or internal), theoretical or practical training, hiring of new competent personnel, assignment of existing competent personnel to different work
• Train, hire or reassign personnel
• Review the effectiveness of actions taken to satisfy competence needs
• Periodically review competence of personnel

Throughout the process, the organization is required to maintain appropriate records of education, training, skills and experience. However, ISO 9001 does not specify how the process will be established or the exact nature of the records to be maintained.

In auditing an organization’s compliance with the competence and training evaluation requirements, an auditor would typically be seeking evidence that the following issues are addressed:

1. An organization needs to identify what competencies are required by personnel performing work that affects quality.
   Guidance:
   The objective of the auditor should be to determine whether there is a systematic approach in place to identify these competencies and to verify that the approach is effective. The outcome of the process may be a list, register, database, human resources plan, competencies development plan, contract, project or product plan etc.
   Discussions could initially be held with top management to ensure they understand the importance of identifying the competencies required. These may also be a potential source of information regarding new or changed activities or processes, which may lead to different competency requirements in the organization
   A review of competencies might also be needed when a new tender or contract is being considered. Evidence of this could be found in related records. Competence requirements may be included in contract documents where the activities of subcontractors can have an impact on processes and/or product quality characteristics.
   Auditors need to determine whether the organization has identified new or changed competence needs during surveillance audits.
2. Are competent people assigned to those work place activities necessary to control the quality characteristics of its processes and products?
   Guidance
   Verify that some form of evaluation process is in place to ensure that the competencies are appropriate to the organization's activities, and that the personnel selected as competent are demonstrating these competencies.
   Also, the process should ensure that any deficiencies are being acted upon and the effectiveness of personnel is being measured.
   Verify that the activities that affect quality are performed by persons selected as competent. Evidence may be obtained throughout the audit with an emphasis on those processes, activities, task and products where human intervention may have the greatest impact. The auditor may review job descriptions, testing or inspection activities, monitoring activities, records of management reviews, definition of responsibilities and authorities, nonconformity records, audit reports, customer complaints, processes validation records etc.
3. The organization should evaluate the effectiveness of the actions taken to satisfy the competence needs.
   Guidance
   The organization may use a number of techniques including role-play, peer review, observation, reviews of training and employment records and/or interviews (see ISO 19011, table two, for further examples). The appropriateness of a particular evaluation method will depend on many factors. For example, training records
   could be viewed to verify that a training course had been successfully completed (but note, this alone would not provide evidence that the trainee is competent). However, this same method would not be acceptable to evaluate whether an auditor performed satisfactorily during an audit. Instead, this may require observation, peer review, interviews etc. The organization may need to demonstrate the attainment of competence of its personnel through a combination of education, training and/or work experience.
4. Maintenance of competence.
   Guidance
   The auditor needs to verify that some form of effective monitoring process is in place and being acted upon. Ways of doing this include a continuing professional development process (such as the one described in ISO 19011), regular appraisals of personnel and their performance, or the regular inspection, testing or auditing of product for which individuals or groups are responsible. Ongoing changes in competence requirements may indicate that an organization is proactive in maintaining personnel performance levels.

Visual Inspection Procedure

I. Scope

This procedure defines the requirements to be followed for visual inspection of parts
to be welded, before welding and completed welds, after repairs and PWHT.

II. Reference

- ASME Section V = Non Destructive Testing
- AWS B1.1. 10. 86R = Non Destructive Inspections of Weld

III. Resposibility

The Inspector shall execute the visual inspection according to this procedure and the applicable codes.

IV. Procedure

Visual examination shall be carried out at the following work stages:

a). After weld edge preparation and prior to welding

b). After fit-up

c). After inside welding and outside welding

d). Before and after welding of parts to be repaired. The DPT has to be
performed to insure that the defect has been completely removed.
After repair, the weld must always be inspected with the same test method
when the defect was detected.

IV.1. Illumination of The Surface

The surface of the object under examination will be illuminated with natural or
an artificial light source with a minimum light intensity of 500 lux.

During the inspection of welds, following will be verified:

a). That all surfaces and edges to be welded are uniform, smooth, free
from oxidation, moisture/water and grease.

b). They shall be carried out according to approved Welding Procedure
and relating construction drawing as far as applicable for the visual
examination.

c). The cut surface and edges performed by thermal cutting or machining
comply with the drawing.


d). Before assembly or welding, all flame cut or machine bevels are free
of defect indications and deep grooves. Any doubtful defect indication
will be evaluated by DPT, MT and/or UT.

IV.2. Tack Welds

a). Tack welds will be removed completely. In this case discontinuities such as
undercut, unfilled craters and porosity need to be removed before welding.

b). Tack welds incorporated into final weld.
Those tack welds shall be welded with electrodes meeting the same quality
requirements as the final SMAW weld.

c). The gap between the two edges to be welded is according to approved
welding procedure.

d). The alignment of parts to be welded are in accordance with Table. 10.3

V. Acceptance Standard
During the inspection of the finished welds following will be verified: in Table 1.

VI. Records
For each visual examination the acceptance is reported on the Dimensional and
Visual Control sheet.

Kesultanan Palembang

Kesultanan Palembang Darussalam adalah suatu kerajaan Islam di Indonesia yang berlokasi di sekitar Kota Palembang, Sumatera Selatan sekarang. Kerajaan ini diproklamirkan oleh Sultan Abdurrahman (1659–1706) pada tahun 1675 dan dihapuskan oleh pemerintah kolonial Belanda pada 7 Oktober 1823. Pada tahun 1825, Sultan Ahmad Najamuddin, raja terakhir Kesultanan Palembang Darussalam ditangkap dan dibuang ke Banda Neira. Sebelum menjadi Kesultanan Palembang-Darussalam yang dimulai dari Keraton Beringin Janggut dan berakhir di Kuto Besak, pusat pemerintahannya terletak di daerah hulu Palembang. Lokasinya sekarang di sekitar Pabrik Pupuk Sriwijaya.
Kuto Gawang Pada awal abad ke-17, Palembang menjadi pusat pemerintahan kerajaan yang bernuansa Islam dengan pendirinya Ki Gede ing Suro, bangsawan pelarian dari Kesultanan Demak akibat kemelut politik setelah mangkatnya Sultan Trenggana. Pada masa ini pusat pemerintahan di daerah sekitar Kelurahan 2-Ilir, di tempat yang sekarang merupakan kompleks PT Pupuk Sriwijaya. Secara alamiah lokasi keraton cukup strategis, dan secara teknis diperkuat oleh dinding tebal dari kayu unglen dan cerucup yang membentang antara Plaju dengan Pulau Kembaro, sebuah pulau kecil yang letaknya di tengah Sungai Musi. Keraton Palembang yang dibangunnya itu disebut Keraton Kuto Gawang yang bentuknya empat persegi panjang dibentengi dengan kayu besi dan kayu unglen yang tebalnya 30 x 30 cm/batangnya. Kota berbenteng yang di kemudian hari dikenal dengan nama Kuto Gawang ini mempunyai ukuran 290 Rijnlandsche roede (1093 meter) baik panjang maupun lebarnya. Tinggi dinding yang mengitarinya 24 kaki (7,25 meter). Orang-orang Tionghoa dan Portugis berdiam berseberangan yang terletak di tepi sungai Musi. Kota berbenteng ini sebagaimana dilukiskan pada tahun 1659 (Sketsa Joan van der Laen), menghadap ke arah Sungai Musi (ke selatan) dengan pintu masuknya melalui Sungai Rengas. Di sebelah timurnya berbatasan dengan Sungai Taligawe, dan di sebelah baratnya ber¬batasan dengan Sungai Buah. Dalam gambar sketsa tahun 1659 tampak Sungai Taligawe, Sungai Rengas, dan Sungai Buah tampak terus ke arah utara dan satu sama lain tidak bersambung. Sebagai batas kota sisi utara adalah pagar dari kayu besi dan kayu unglen. Di tengah benteng keraton tampak berdiri megah bangunan keraton yang letaknya di sebelah barat Sungai Rengas. Benteng keraton mempunyai tiga buah baluarti (bastion) yang dibuat dari konstruksi batu. Orang-orang asing ditempatkan/ber¬mukim di sebe¬rang sungai sisi selatan Musi, di sebelah barat muara sungai Komering (sekarang daerah Seberang Ulu, Plaju).
Beringin Janggut Setelah Keraton Kuto Gawang dihancurkan VOC tahun 1659, oleh Susuhunan Abdurrahman pusat pemerintahan dipindahkan ke Beringin Janggut yang letaknya di sekitar kawasan Mesjid Lama (Jl. Segaran). Sayang data tertulis maupun gambar sketsa mengenai keberadaan, bentuk, dan ukuran keraton ini hingga saat ini tidak ada. Daerah sekitar Keraton Beringin Janggut diba¬tasi oleh sungai-sungai yang saling berhubungan. Kawasan keraton di¬batasi oleh Sungai Musi di selatan, Sungai Tengkuruk di sebelah barat, Sungai Penedan di sebelah utara, dan Sungai Rendang/Sungai Karang Waru di sebelah timur. Sungai Penedan merupakan sebuah kanal yang menghubungkan Sungai Kemenduran, Sungai Kapuran, dan Sungai Kebon Duku. Karena sungai-sungai ini saling berhubungan, penduduk yang mengadakan perjalanan dari Sungai Rendang ke Sungai Tengkuruk, tidak lagi harus keluar melalui Sungai Musi. Dari petunjuk ini dapat diperoleh gambaran bahwa aktivitas sehari-hari pada masa itu telah berlang¬sung di darat agak jauh dari Sungai Musi.
Kuto Tengkuruk Kawasan inti Keraton Kesultanan Palembang-Darussalam pada masa pemerintahan Sultan Mahmud Badaruddin I luasnya sekitar 50 hektar dengan batas-batas di sebelah utara Sungai Kapuran, di sebelah timur berbatasan dengan Sungai Tengkuruk (sekarang menjadi Jl. Jenderal Soedirman), di sebelah selatan berbatasan dengan Sungai Musi, dan di sebelah barat berbatasan dengan Sungai Sekanak. Pada awalnya di areal tanah yang luasnya sekitar 50 hektar ini hanya terdapat bangunan Kuto Batu atau Kuto Tengkuruk dan Masjid Agung dengan sebuah menara yang atapnya berbentuk kubah. Pada saat ini batas kota Palembang kira-kira di sebelah timur berbatasan dengan Kompleks PT. Pusri, di sebelah selatan berbatasan dengan Sungai Musi, di sebelah barat berbatasan dengan Sungai Lambidaro (36 Ilir), dan di sebelah utara hingga sekitar Pasar Cinde.
Kuto Besak Pada masa pemerintahan Sultan Muhamad Bahaudin (1776-1803), dibangun Keraton Kuto Besak. Letaknya di sebelah barat Keraton Kuto Tengkuruk. Kuto ini mempunyai ukuran panjang 288,75 meter, lebar 183,75 meter, tinggi 9,99 meter, dan tebal dinding 1,99 meter membujur arah barat-timur (hulu-hilir Musi). Di setiap sudutnya terdapat bastion. Bastion yang terletak di sudut baratlaut bentuknya berbeda dengan tiga bastion lain, sama seperti pada bastion yang sering ditemukan pada benteng-benteng lain di Indonesia. Justru ketiga bastion yang sama itu merupakan ciri khas bastion Benteng Kuto Besak. Di sisi timur, selatan, dan barat terdapat pintu masuk benteng. Pintu gerbang utama yang disebut lawang kuto terletak di sisi sebelah selatan menghadap ke Sungai Musi. Pintu masuk lainnya yang disebut lawang buratan jumlahnya ada dua, tetapi yang masih tersisa hanya sebuah di sisi barat. Perang Palembang 1821 dan dibubarkannya institusi Kesultanan pada 7 Oktober 1823, bangunan Kuto Tengkuruk diratakan dengan tanah. Di atas runtuhan Kuto Tengkuruk, atas perintah van Sevenhoven kemudian dibangun rumah Regeering Commissaris yang sekarang menjadi Museum Sultan Mahmud Badaruddin II