Introduction to quality

Presentasi berjudul: "Introduction to quality"— Transcript presentasi:

1 Introduction to quality
Tatap Muka ke-2 Course overview Introduction to quality Total Quality Approach Defining quality and total approach Elements of total quality Total quality pioneers Total quality success

2 Total Quality in Organization
Several forces have significantly affected the attention paid to the subject of quality in the U.S.: World War II The Japanese quality revolution. The prominence of product quality in the public mind.

3 Total Quality in Organization
Importance of Quality Examples of financial and operational results of companies that have embraced quality as a basic business principle: Over five years, Solar Turbines, Inc., a subsidiary of Caterpillar, Inc., saw its new product development cycle decrease from 39 to 22 months, warranty claims decrease significantly, and revenues per employee increase 61 percent. STMicroelectronics, Inc.—Regions Americas reduced lost-day injuries from 1.01 per 100 workers to 0.65 in three years, which is 74 percent below the industry average, and increased employee satisfaction levels to a level that exceeded the industry composite in eight of ten categories. Operations Management International, Inc., realized 15 percent average annual growth rate while top competitor revenues dropped by 4.5 percent. Eighty-eight percent of industrial clients say that the company exceeds expectations.

4 Total Quality in Organization
QUALITY & KINERJA ORGANISASI

5 Total Quality in Organization
KONTRIBUSI QUALITY TERHADAP PROFITABILITY QUALITY (Design and conformance) Reduced waste Greater productivity Greater Value Lower Costs Increased market share Improved asset utilization Improved margins Revenue growth IMPROVED PROFITABILITY

6 Total Quality in Organization
PENGARUH MUTU TERHADAP KINERJA KEUANGAN MARKET SHARE IMPROVED PERFORMANCE REPUTATION SCALE ECONOMIES PRICES PROFIT Productivity Profits PRODUCTIVITY MANUFACTURING COSTS IMPROVED RELIABILITY OR CONFORMANCE REWORK & SCRAP COSTS PROFIT WARRANTY COSTS SERVICE COSTS

7 Garvin’s Dimensions of Product Quality
Performance Features Durability Reliability Serviceability Aesthetics Conformance Perceived Quality

8 8 DIMENSI MUTU PRODUK [GARVIN]
Performance Karakteristik kinerja utama dari produk Contoh : akselerasi mobil, kejelasan suara handphone, dll. Features Fasilitas tambahan diluar fungsi pokok dari karakteristik produk. Reliability Kemungkinan dari suatu produk untuk tidak berfungsi pada suatu periode tertentu. Conformance Kesesuaian fungsi / kinerja suatu produk dengan standar yang telah ditetapkan. Durability Ukuran umur (lama pemakaian) dari suatu produk Serviceability Kemudahan perbaikan jika produk membutuhkan perbaikan Aesthetics Tampilan, rasa, dan unsur estetik lainnya suatu produk Perceived quality. mutu yang dapat diterima oleh konsumen.

9 What is Quality? A study that asked managers of 86 firms in the eastern United States to define quality produced several dozen different responses, including: Perfection Consistency Eliminating waste Speed of delivery Compliance with policies and procedures Providing a good, usable product Doing it right the first time Delighting or pleasing customers Total customer service and satisfaction Today, most managers agree that the main reason to pursue quality is to satisfy customers.

10 Definitions of Quality
History and competitiveness Definitions of Quality “The totality of features and characteristics of a product or service that bear on the ability to satisfy given needs.” ANSI/ASQC Standard, “Quality System Terminology”, A “Fitness for use.” J.M. Juran, editor in chief, Quality Control Handbook. “Conformance to requirements.” P.B. Crosby, Quality is Free. “The degree to which product characteristics conform to requirements placed upon that product, including reliability, maintainability, and safety.” QS-Norm Draft of Swiss Standard Association, 1981. “The degree to which a product or service is fit for the specified use.” H.D. Seghezzi, “What is Quality: Conformance With Requirements or Fitness for the Intended Use”, EOQC Journal, 1981.

11 Impact of Quality Increase in Productivity: Quality and Costs:
Productivity = Output / Input(s) Quality and Costs: As quality of design increases, costs increase As quality of conformance increases, costs decrease (less rework, complaints, scrap, etc…) Reduction in Cycle Time Quality and Value: Value = Quality / Price

12 Quality Management Quality Management: “The process of identifying and administering the activities needed to achieve the quality objectives of an organization

13 8 8 PRINSIP MANAJEMEN MUTU PRINSIP MANAJEMEN MUTU FOKUS KE PELANGGAN
KEPEMIMPINAN HUBUNGAN SALING MENGUNTUNGKAN DENGAN PEMASOK KETERLIBATAN KARYAWAN 8 PRINSIP MANAJEMEN MUTU KEPUTUSAN BERDASAR FAKTA PENDEKATAN PROSES PENDEKATAN SISTEM KE MANAJEMEN CONTINUAL IMPROVEMENT

14 Principle 1 Customer focus [Fokus pada Pelanggan]
Perusahaan/Organisasi sangat tergantung pada konsumen. Jadi Perusahaan/Organisasi perlu memahami apa yang diinginkan oleh pelanggannya dan berusaha untuk memenuhi apa yang menjadi harapan dan keinginan pelanggan.

15 KENALI PELANGGAN ANDA

16 Customer’s Vice [Suara Pelanggan]
Pelanggan selalu benar Bila pelanggan ternyata tidak benar, baca aturan no.1.

17 Principle 2 Leadership [Kepemimpinan]
Leader/Pemimpin harus menyatukan tujuan dan arah organisasi ( Policy & Objectives ) secara jelas. Leader/Pemimpin harus menciptakan lingkungan yang mendorong terciptanya keterlibatan segenap karyawan dalam mencapai tujuan organisasi/perusahaan.

18 Principle 3 Involvement of People
Semua jajaran didalam organisasi adalah inti dari organisasi Keterlibatan mereka untuk kebaikan organisasi

19 Principle 4 Process Approach
INPUT OUTPUT Hasil yang diinginkan menjadi lebih efisien jika sumber daya dan aktivitas yang saling terkait dikelola dalam suatu proses

20 Principle 5 System Approach
1 START 5 2 4 3 6 7 INPUT OUTPUT

21 Principle 6 Shewhart’s Plan-Do-Check-Act (PDCA) Cycle

22 LAKUKAN SESUATU YANG BENAR
DENGAN CARA YANG BENAR SEJAK AWAL!!!! CONTROL!

23 CONTINUAL IMPROVEMENT (Perbaikan Berkesinambungan)

24 CONTINUOUS IMPROVEMENT Deming’s wheel
(P.D.C.A.) ISO 9001 PLAN DO ACT CHECK Continuous Improvement

25 Principle 7 FACTUAL APPROACH TO DECISION MAKING
Keputusan yang efektif didasarkan pada analisa data dan informasi yang faktual, bukan dugaan dan asumsi-asumsi yang tidak berdasar.

26 Principle 8 MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIP
Mutually beneficial supplier relationships Organisasi dan pemasok saling membutuhkan Kerjasama yang saling menguntungkan akan memberikan kemampuan untuk menciptakan nilai lebih dari masing-masing

27 Quality System Evolution
[Evolusi sistem kualitas] Total Quality Management Aim for continuous improvement Involve suppliers & customers Involve all operations Performance measurement Teamwork Employee involvement Third party approvals System audits Advanced quality planning Comprehensive Q. manuals Use of quality cost Involvement of non-production operations Failure mode and effect analysis Statistical process control Quality Assurance Quality Control Develop Q. Manual Process performance data Self-inspection Product testing Basic quality planning Use of basic statistics Paperwork control Inspection Salvage Sorting, grading Corrective actions Identity sources of non-conformance

28 QUALITY EVOLUTION [Evolusi Kualitas]
Fitur / karakteristik dari produk atau jasa yang mampu memberi kepuasan / memenuhi kebutuhan pelanggan/konsumen. QUALITY CONTROL Teknik operasi dan aktivitas untuk memenuhi persyaratan mutu pelanggan/konsumen. Semua yang direncanakan dan aktivitas sistematik yang diperlukan dalam memberikan kepastian bahwa produk / layanan jasa telah sesuai dengan syarat yang ditetapkan. QUALITY ASSURANCE TOTAL QUALITY MANAGEMENT Tingkat peningkatan kualitas/mutu, dimana semua fungsi organisasi terlibat secara efektif dan terintegrasi baik dalam meningkatkan kualitas/mutu produk/jasa.

29 QUALITY ASSURANCE [QA]
Penyebab, akar penyebab, bukan gejala / symptoms; mutu harus dibangun mulai dari perencanaan proses. Mutu tidak diperoleh dari inspeksi (inspection) Quality Control yang hanya menekankan pada inspeksi adalah tipe QC yang old style ( kuno/lama) dan sudah tidak zamannya lagi. Basic/dasar dari pengendalian adalah pencegahan terulangnya kesalahan/ penyimpangan. Eliminasi/hilangkan penyebab terjadinya penyimpangan kualitas.

30 Total Quality in Organization

31 Total Quality in Organization

32 Total Quality in Organization

33 Total Quality in Organization

34 Total Quality in Organization

35 Total Quality in Organization

36 Total Quality in Organization

37 Total Quality in Organization

38 Total Quality in Organization

39 Total Quality in Organization

40 Total Quality in Organization

41 Total Quality in Organization

42 Total Quality in Organization

43 Total Quality in Organization

44 Total Quality in Organization

45 Quality in Practice

46 Quality in Practice

47 Quality in Practice

48 Quality in Practice

49 Quality in Practice

50 Tugas -1 Manajemen Kualitas mencakup BARANG dan JASA.
Beberapa perusahaan inovatif besar di bidang Manufaktur, Service, Health Care, Education, dan Public Sectors telah mengaplikasikan TQ. Dari paper tsb., Saudara diminta merangkum strategi perusahaan terkait. Setelah itu, bandingkan secara head-to-head untuk melihat persamaan dan perbedaannya. » Quality in Manufacturing » Quality in Service » Quality in Health Care » Quality in Education » Quality in Public Sectors DIKUMPULKAN ke cc. to: paling lambat hari Minggu 9 Oktober 2011 (Sebelum mulai kuliah)

51 Tugas Besar Buat secara lengkap “Deming’s View of a Production System” secara detail/lengkap (mulai dari Input=>Processes=>Outputs) perusahaan di tempat Saudara bekerja. Paper & soft copy (file) DIKUMPULKAN : paling lambat Pertemuan-6, tgl. 6 November 2011 (sebelum UTS)

52 Thank you