Perkembangan Terakhir Manajemen Kualitas

Standar Kompetensi

• Pada akhir semester ini, mahasiswa jurusan Teknik Industri semester V, akan dapat mengembangkan konsep Pengendalian dan Penjaminan Mutu

Kompetensi Dasar

• Jika diberikan materi Pengertian Dasar Mutu, mahasiswa jurusan Teknik Industri semester V akan dapat menjelaskan dasar-dasar Pengendalian dan Penjaminan Mutu dan Perkembangan Konsep Manajemen Mutu Terakhir minimal 80% benar

Sub Pokok Bahasan

• Perkembangan Terakhir Mutu

Total Quality Management(TQM)

• Is the art of managing the whole to achieve excellence– TOTAL; made up of whole– QUALITY; degree of excellence a product or

service provides– MANAGEMENT; act, art, or manner of handling,

controlling, directing, etc

• TQM continuously improving organization

TQM requires six basic concepts…

1. A committed and involved management to provide long-term top-to-bottom organizational support

2. An unwavering focus on customer, both internally and externally

3. Effective involvement and utilization of the entire work force

4. Continuous improvement of the business and production process

5. Treating suppliers as partners6. Establish performance measures for the processes

The Purpose of TQM…

• Is to provide a quality product to customers, which will, in turn, increase productivity and lower cost

“TQM requires a cultural change”

Quality Element Previous State TQM

Definition Product-oriented Customer-oriented

Priorities Second to service and cost First among equals of service and cost

Decisions Short-Term Long-Term

Emphasis Detection Prevention

Errors Operations System

Responsibility Quality Control Everyone

Problem Solving by Managers Teams

Procurement Price Life-cycle costs, partnership

Manager’s Role Plan, assign, control and enforce

Delegate, coach, facilitate and mentor

“An organization will not begin the transformation to TQM until it is aware that the quality of the

product or service must be improved. Awareness comes about when an organization loses market shares or realizes that quality and productivity go

hand-in-hand. It is also occurs if TQM is mandated by the customer or if management

realizes that TQM is a better way to run a business and compete in domestic and world

markets”

“Automation and other productivity enhancements might not help a corporation if

it is unable to market its product or service because the quality is poor”

“Quality and productivity are not mutually exclusive. Improvements in quality can lead directly to increased productivity and other

benefits”

“Quality improvement is not limited to the conformance of the product to specifications;

it also involves the inherent quality in the design of the system”

“The prevention of product and process problems is a more desirable objective than taking corrective action after the product is

manufactured or a service rendered”

Tabel 2. Gain in Productivity with Improved Quality

Item Before Improvement 10% Nonconforming

After Improvement 5% Nonconforming

Relative total cost for 20 units

1.00 1.00

Conforming Units 18 19

Relative costs for non-conforming units

0.10 0.05

Productivity Increase (100)(1/18)=5.6%

Capability Increase (100)(1/18)=5.6%

Profit Increase (100)(1/18)=5.6%

Adapted from W. Edwards Deming, Quality, Productivity and Competitive Position (Cambridge, Mass.: Massachusetts Institute of Technology, Center for Advanced Engineering Studies, 1982)

The Core Concept of TQM

• Leadership• Customer Satisfaction• Employee Involvement• Continuous Process Improvement• Supplier Partnership (Supply Chain

Integration)• Performance Measures

Quality…

• An excellent product or service that fulfills or exceeds customer’s expectation

• Usually these expectation are based on the intended use and the selling price

• Quality is somewhat of an intangible based on perception

• Quality can be quantified as follows:Q = P / E

Where:– Q = quality– P = real performance of the product/service on certain

characteristics (perception with the organization determining performance)

– E = expectations customer of its performance on that characteristics(perception with the customer determining expectation)

• Q is greater than 1.0, then the customer has a good feeling about the product or service

• According to ANSI/ASQC standard A3-1987, quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy implied or stated needs

• Stated needs are determined by the contract and are called constraints

• Implied needs are a function of the market; and must be identified and defined; and are called parameters (these needs involve safety, availability, maintainability, reliability, usability, price and environment)

• Price is easily defined by some monetary unit such as dollars• The other needs are defined by translating the features and

characteristics for the manufacture of a product or the delivery of a service into specifications

• Conformance of the product or service to these spesifications is measurable and provides a quantifiable and operational definition of quality

• If the specifications do not satisfy the customer needs (fitness for use), they should be changed

• Needs usually change over time, thereby requiring a periodic reevaluation of specifications by means of customer surveys

Table 3. The Dimensions of Quality

Dimension Meaning and Example

Performance Primary product characteristics, such as the brightness of the picture

Features Secondary characteristics, added features, such as remote control

Conformance Meeting specifications or industry standards, workmanship

Reliability Consistency of performance over time, average time for the unit to fail

Durability Useful life, includes repair

Service Resolution of problems and complaints, ease of repair

Response Human-to-human interface, such as the courtesy of the dealer

Aesthetics Sensory characteristics, such as exterior finish

Reputation Past performance and other intangibles, such as being ranked first

Adapted from David A. Garvin Managing Quality: The Strategic and Competitive Edge(New York: Free Press, 1988)

Total Quality

• Is a much broader concept that encompasses not just the results aspect (meet or exceed customer expectations) but also the quality of people and the quality of processes

Although there is no universally accepted definition of quality, enough similarity does exist among the definitions that common elements can be extracted...

• Quality involves meeting or exceeding customer expectations

• Quality applies to products, services, people, processes and environments

• Quality is an ever-changing state (i.e., what is considered quality today may not be good enough to considered quality tomorrow)

So...

“Quality is a dynamic state associated with products, services, people, processes and

environments that meets or exceeds expectations”

• Dynamic state what is considered quality can and often does change as time passes and circumstances are altered

• Products, services, people, processes and environments element

• that quality applies not just to the products and services provided but to the people and processes that provide them and the environments in which they are provided. This is because quality products are produced most consistently by quality organizations

The Total Quality Approach Defined

Customer Focus

Measures-SPC-Benchmarking-Quality Tools

People-Quality is built in-Quality is expected, not inspected-Employee are empowered

Processes-Continual Improvement-Good enough is never enough

Gambar 1. Three Legged Stool of Total Quality

• Customer focus as seat of the stool, means that the customer is in the “driver seat” as the primary arbiter of what is acceptable in terms of quality

• Each of the three legs is a broad element of the total quality philosophy– Measures quality can and must be measured– People quality cannot be inspected into a product or

service. Rather, it must be built in by people who are empowered to do their jobs the right way

– Processes processes must be improved continually and forever

Total Quality: what it is...

• Is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes, and environments

Total Quality: how it is achieved...

The total quality approach has the following characteristics:• Strategically based• Customer focus (internal and external)• Obsession with quality• Scientific approach to decision making and problem solving• Long-term commitment• Education and training• Freedom through control• Unity of purpose• Employee involvement and empowerment

The Deming Philosophy(Deming 14 Points)

1. Create and publish the aims and purposes of the organization

2. Learn the new philosophy3. Understand the purpose of inspection4. Stop awarding business based on price alone5. Improve constantly and forever the system6. Institute training7. Teach and institute leadership

8. Drive out fear, create trust and create a climate for innovation

9. Optimize the efforts of teams, groups and staff areas10. Eliminate exhortation for the work force11. a. Eliminate numerical quotas for the work force11. b. Eliminate management by objective12. Remove barriers that rob people of pride of

workmanship13. Encourage education and self-improvement for everyone14. Take action to accomplish the transformation

Tools of TQM• Pareto Chart• Cause-and-Effect Diagrams• Check Sheets• Histograms• Scatter Diagrams• Run Charts and Control Charts• Stratification• Flowcharts• Surveys• Design of Experiments• QFD• Benchmarking

Seven tools

Pareto Charts

Cause-and-Effect Diagram

EFFECT

CAUSE CAUSECAUSE

CAUSECAUSECAUSE