IR.

ERLINDA MUSLIM, MEE NIP : 19601028 198811 2 001

DEPARTEMEN TEKNIK INDUSTRI - FTUI

Quality Management
2

What is Inspection ? What is control? What is Quality Control? Quality Assurance Quality evolution Total Quality Management

What is Inspection?

PENGERTIAN INSPEKSI
Inspeksi adalah kegiatan yang menentukan apakah sebuah proses dan hasil proses telah sesuai seperti tujuan yang dimaksud dengan cara membandingkan hasil test tersebut dengan sebuah kriteria kualitas.

Tipe Inspeksi
4

1.

Berdasarkan jumlah item yang diinspeksi 100% inspection (screening) Sampling inspection Check inspection Zero inspection

2.

Berdasarkan tahapan aliran produk Incoming inspection Intermediate inspection Product inspection Pre-delivery inspection Hand-over inspection Stock inspection Audit inspection Inspection by third parties

Tipe Inspeksi
5

3.

Berdasarkan jenis pengujian Destructive inspection Non-destructive inspection

Berdasarkan lokasi Inspeksi Centralized Decentralized

4.

What is control?
6

PENGERTIAN CONTROL
Control didefinisikan sebagai: Kegiatan pemeriksaan sebuah kegiatan, apakah kegiatan tersebut sudah sesuai dengan kebijakan, pesanan, rencana dan standard. Dan jika tidak, mengambil tindakan yang diperlukan untuk mengoreksi kemudian melakukan pencegahan agar tidak terulang kembali.

(Kaoru Ishikawa)

Ungkapan sederhana: Control berarti menjaga sebuah proses pada kondisi yang dapat diterima untuk sementara waktu.

What is Quality Control?

7

PENGERTIAN QUALITY CONTROL

Quality Control didefinisikan sebagai: Sebuah metode untuk mencapai biaya-efektif dari sebuah proses barang maupun jasa sehingga kualitasnya sesuai dng. permintaan pelanggan
(JIS terminology standard)

Beberapa kesalahan persepsi terhadap Quality Control (QC)

QC berarti memperketat inspeksi QC berarti membuat standar QC sama dengan membuat control chart QC sama dengan belajar statistik QC adalah pekerjaan bagian QC saja Tidak ada pekerjaan QC pada departement administrasi dan keuangan QC berarti menambah biaya Kalau sudah ber-QCC berarti sudah melakukan QC

Bagaimana mencapai QC yang terbaik?

Quality control dapat dicapai dengan menggunakan berbagai macam metode antara lain: Metode statistik dan teknis standar & peraturan Metode komputer Kontrol otomatis Kontrol Fasilitas Kontrol Pengukuran Riset Operasi Rekayasa Industri (Industrial Engineering) Riset Pasar.

Quality Assurance ( QA )

10

JAMINAN KUALITAS
Secara sederhana: Quality Assurance adalah kegiatan yang memberikan jaminan sehingga pelanggan dapat membeli sebuah produk barang maupun jasa dengan percaya diri dan menikmati kepuasannya dalam kurun waktu tertentu.
Quality Assurance adalah tujuan dari Quality Control

QA
11

Sebuah perusahaan haruslah melakukan QA dalam rangka memberikan jaminan kualitas kepada pelanggan dan pemakai bahwa produk atau jasa yang diberikan akan memuaskan pada saat sebelum, ketika dan beberapa periode setelah pembelian. Sehingga kita dapat mengatakan bahwa QA sudah berhasil apabila kita sudah bisa menjual kepercayaan dalam bentuk produk maupun jasa yang mencerminkan kualitas perusahaan secara luas, sehingga pelanggan merasakan kepercayaan diri untuk membeli walaupun diluncurkan produk atau jasa terbaru.

Metode QA
12

Inspection-oriented Process control-oriented New product development-oriented

Quality evolution
13

BUDAYA NON-KUALITAS

INSPEKSI
PENGENDALIAN QUALITAS (QC) JAMINAN KUALITAS (QA) MANAJEMEN KUALITAS TERPADU (TQM)

TQM QA QC
Continuous Improvement Empowering people Caring for people Involvement Compliance to specification Allocating blame

TOTAL QUALITY MANAGEMENT Policy deployment Involve suppliers and customers Involve all operations Process management Performance measurement Teamwork Employee involvement

QUALITY ASSURANCE Quality systems development Advanced quality planning Comprehensive quality manuals Use of quality costs Involvement of non-production operations Failure mode and effects analysis Statistical process control QUALITY CONTROL Develop quality manual Process performance data Self-inspection Product testing Basic quality training Use of basic statistics Paperwork controls INSPECTION Salvage Sorting, grading, re-blending Corrective actions Identify sources of non-conformance

INSPECTION

14

Total Quality Management ( TQM )

Total Quality Management

Coordinated activities to direct and control an organization With regard to quality

Quality Planning
Part of quality management focused on setting quality objectives and specifying necessary operational processes and related resources to fulfill the Quality objectives

Quality Control
Part of quality management Focused on fulfilling Quality requirements

Quality Assurance
Part of quality management Focused on providing Confidence that requirements Will be fulfilled

Quality Improvement
Part of quality management, Focused on increasing the Ability to fulfill quality requirements

TQM

Membawa seluruh konsep-konsep tersebut di atas kepada strategi manajemen global jangka panjang dan partisipasi seluruh anggota dari organisasi untuk meraih keuntungan bagi organisasi itu sendiri, kepada anggotanya, kepada pelanggannya dan kepada lingkungannya secara keseluruhan.

Inspection

INPUT
Material

PROSES

OUTPUT

Customer
Proses1 Proses2 Proses3 Output

Material

Material

Materials

Processes, factory, production : methods, machinery

Scrap

QC

INPUT
OK
Material

PROSES
OK
Proses1 Proses2 Proses3

OUTPUT
OK

Customer
Output

Material

Material

Not OK
Processes, factory, production : methods, machinery Not OK

Materials Not OK

Rework

Scrap/ others

QA

INPUT
OK
Material

PROSES
OK
Proses1 Proses2 Proses3

OUTPUT
OK

Customer
Output

Material

Material

Not OK
Processes, factory, production : methods, machinery Not OK

Materials Not OK

Rework

Scrap/ others

TQM
Supplier Resources improvement

Leadership
Customers

other functional

INPUT
OK
Material

PROSES
OK
Proses1 Proses2 Proses3

OUTPUT
OK Customer
Output

Material

Material

Not OK
Processes, factory, production : methods, machinery Not OK

Materials Not OK

Rework

Scrap/ others

Definisi TQM

Perpaduan semua fungsi dari perusahaan ke dalam falsafah holistik yang dibangun berdasarkan konsep kualitas, teamwork, produktifitas, dan pengertian serta kepuasan pelanggan. (Ishikawa)

Sistem manajemen yang mengangkat kualitas sebagai strategi usaha dan berorientasi pada kepuasan pelanggan dengan melibatkan seluruh anggota organisasi.

TQM ?
Total Quality Management merupakan suatu pendekatan dalam menjalankan usaha yang mencoba untuk memaksimumkan daya saing organisasi melalui perbaikkan terus-menerus atas produk, jasa, manusia, proses dan lingkungannya.

Karakteristik TQM
Fokus pada pelanggan Memiliki obsesi tinggi thd kualitas Pendekatan ilmiah dlm pengambilan keputusan Komitmen jangka panjang Team work CI Training/pelatihan Kebebasan bertindak Memiliki kesatuan tujuan Melibatkan dan memperdayakan karyawan

Definisi TQM

 Dapat bersaing dalam pasar global Quality Unggul dalam bersaing di pasar global Perbaikkan berkesinambungan pada manusia, proses dan Best Q lingkungan

CI

Implement TQM

Posisi persaingan meningkat sehingga pangsa pasar membesar. Benefit Lebih produktif: biaya operasi berkurang

Apakah Perlu ?

No 1 2 3 Asal intelektual Sumber inovasi Asal negara dan kelahirannya

TQM Teori statistik, analisa sample dan varian Insinyur industri dan fisikawan Internasional, lahir di USA, berkembang di Jepang dan tersebar ke Amerika utara, Eropa dan keseluruh dunia Populist: perusahaanperusahaan kecil dan manajer madya memainkan peranan yang menonjol

Metode lain Ilmu sosial, ekonomi mikro, psikologi dan sosiologi Sekolah bisnis terkemuka dan konsultan manajemen USA, kemudian mendunia

Proses penyebaran (dissemination)

Hierarkis: Dari industri besar dan terkemuka ke industri yang lebih kecil dan kurang menonjol, dalam perusahaan dari manajemen puncak ke manajemen di bawahnya.

TQM VS Metode Manajemen lain

Aspek

TQM

Reengineering

Right sizing

Restructuring

Automation

Asumsi-asumsi yang dipertanyakan Lingkup perubahan Orientasi

Kebutuhan dan keinginan pelanggan Bottom-up

Fundamental

Penentuan staff

Hubungan pelaporan Organisasi

Aplikasi/penerap an teknologi Sistem

Radikal

Penentuan staff dan tanggung jawab kerja Fungsional

Proses

Proses

Fungsional

Prosedur

Sasaran perbaikkan

Inkremental

Dramatis

Inkremental

Inkremental

Inkremental

TQM VS Metode Manajemen lain

WORLDCLASS COMPANY
Kepuasan pelanggan Kualitas ditentukan oleh pelanggan Kepuasan dalam berbagai aspek Karyawan aset perusahaan yang paling berharga Karyawan dipandang sebagai individu dgn talenta dan kreativitas unik Kesempatan berpartisipasi dalam pengambilan keputusan

Kepuasan pelanggan

Respek terhadap setiap orang

Sistematis PDCA

Perbaikkan berkesinambu ngan

Manajemen berdasarkan fakta

Orientasi pada fakta Keputusan berdasar pada data Prioritasi variabilitas

Prinsip utama TQM

Demings Approach to TQM

Demings Approach to TQM The theoretical essence of the Deming approach to TQM concerns the creation of an organizational system that fosters cooperation and learning for facilitating the implementation of process management practices, which, in turn, leads to continuous improvement of processes, products, and services as well as to employee fulfillment, both of which are critical to customer satisfaction, and ultimately, to firm survival. (Anderson et al.,1994a).

14 points as the principles of TQM

1.

Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. Cease dependence on mass inspection to quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. Institute training on the job. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

2.

3.

4.

5.

6. 7.

14 points as the principles of TQM

8. Drive out fear, so that people may work effectively for the company. 9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the workforce. 11 (a) Eliminate work standards (quotas) on the factory floor. Substitute leadership. (b) Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. 12 (a) Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. (b) Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybodys job.

TQM adalah sistem dari aktifitas yang ditujukan untuk mencapai kepuasan konsumen, memperdayakan karyawan, high revenue, dan biaya rendah (Juran and Gryna, 1993).

Juran percaya problem utama kualitas adalah pada manajemen bukan pada pekerja.Pencapaian standar kualitas tinggi memerlukan aktifitas semua fungsi dalam perusahaan. Firm-wide assessment of quality, supplier quality management, statistical methods, quality information system, dan competitive benchmarking adalah sangat penting untuk peningkatan kualitas. Jurans approach menekankan pada team (QC circles and self-managing teams) dan project work, yang dapat mendatangkan peningkatan kualitas, peningkatan komunikasi antara manajemen dan koordinasi karyawan dan meningkatakan koordinasi antar karyawan.

Jurans Approach to TQM

The four quality costs

1. Internal failure costs (scrap, rework, failure analysis, etc.), berhubungan dengan cacat yang ditemukan sebelum produk diserahkan ke konsumen. 2. External failure costs (warranty charges, complaint adjustment, returned material, allowances, etc.), berhubungan dengan cacat yang ditemukan setelah produk dikirimkan ke konsumen. 3. Appraisal costs (incoming, in-process, and final inspection and testing, product quality audits, maintaining accuracy of testing equipment, etc.), incurred in determining the degree of conformance to quality requirements; 4. Prevention costs (quality planning, new product review, quality audits, supplier quality evaluation, training, etc.), incurred in keeping failure and appraisal costs to a minimum.

Jurans Approach to TQM

Quality planning
1. 2. 3. 4. 5. 6. Establish quality goals Identify customer Discover customer need Develop product features Develop process features Establish process control, transfer to operations 1. 2. 3. 4. 5. 6. 7.

Quality control
Choose control subjects Choose unit measure Set goal Create sensor Measure actual performance Interpret the difference Take action on the difference

Quality improvement
1. 2. 3. 4. 5. 6. 7. Prove the need Identify projects Organize project team Diagnose the causes Provide remedies, prove remedies are effective Deal with resistance to changeControl to hold the gains

(Juran and Gryna, 1993)

Universal Processes for Managing Quality The Jurans Trilogy

Jurans Ten Steps to Quality Improvement

1.

Membentuk kesadaran terhadap kebutuhan akan perbaikkan dan peluang untuk melakukannya. Menetapkan tujuan perbaikkan Mengorganisasikan untuk mencapai tujuan Menyediakan pelatihan Melaksanakan proyek-proyek yang ditujukan untuk pemecahan masalah Melaporkan perkembangann Memberikan penghargaan Mengkomunikasikan hasil-hasil Meyimpan dan mempertahankan hasil yang telah dicapai

2. 3. 4. 5. 6. 7. 8. 9. 10.

Memelihara momentum

14-step program that can guide firms in pursuing quality improvement

Management commitment: To make it clear where management stands on quality. Quality improvement team: To run the quality improvement program.

1. 2.

3.

Quality measurement: To provide a display of current and potential nonconformance problems in a manner that permits objective evaluation and corrective action.
Cost of quality: To define the ingredients of the cost of quality, and explain its use as a management tool. Quality awareness: To provide a method of raising the personal concern felt by all personnel in the company toward the conformance of the product or service and the quality reputation of the company. Corrective action: To provide a systematic method of resolving forever the problems that are identical through previous action steps. Zero defects planning: To investigate the various activities that must be conducted in preparation for formally launching the Zero Defects program

4.

5.

6.

7.

Crosbys Approach to TQM

14-step program that can guide firms in pursuing quality improvement

8. Supervisor training: To define the type of training that supervisors need in order to actively carry out their part of the quality improvement program.

9. Zero defects day: To create an event that will make all employees realize, through a personal experience, that there has been a change. 10 Goal setting: To turn pledges and commitment into actions be encouraging individuals to establish improvement goals for themselves and their groups.

11 Error causal removal: To give the individual employee a method communicating to management the situation that makes it difficult for the employee to meet the pledge to improve.
12 Recognition: To appreciate those who participate. 13 Quality councils: To bring together the professional quality people for planned communication on a regular basis. 14 Do it over again: To emphasize that the quality improvement program never ends.

Crosbys Approach to TQM

Feigenbaums Approach to TQM Feigenbaum (1991) defined TQM5 as: An effective system for integrating the qualitydevelopment, quality-maintenance, and quality-improvement efforts of the various groups in a firm so as to enable marketing, engineering, production, and service at the most economical levels which allow for full customer satisfaction.

Feigenbaum menjamin bahwa manajemen kualitas efektif terdiri dari emapat tahap: 1. Setting quality standards; 2. Appraising conformance to these standards; 3. Acting when standards are not met; 4. Planning for improvement in these standards.

Feigenbaums Approach to TQM

Ishikawas Approach to TQM

Ishikawa6 (1985) argued that quality management extends beyond the product and encompasses after-sales service, the quality of management, the quality of individuals and the firm itself. He claimed that the success of a firm is highly dependent on treating quality improvement as a never-ending quest. A commitment to continuous improvement can ensure that people will never stop learning. He advocated employee participation as the key to the successful implementation of TQM. Quality circles, he believed, are an important vehicle to achieve this. Like all other gurus he emphasized the importance of education, stating that quality begins and ends with it. He has been associated with the development and advocacy of universal education in the seven QC tools (Ishikawa, 1985). These tools are listed below: 1. Pareto chart; 2. Cause and effect diagram (Ishikawa diagram); 3. Stratification chart; 4. Scatter diagram; 5. Check sheet; 6. Histogram; 7. Control chart

Ishikawas Approach to TQM

The six Ishikawas fundamental principles: 1. Quality first-not short-term profits first; 2. Customer orientation-not producer orientation; 3. The next step is your customer-breaking down the barrier of sectionalism; 4. Using facts and data to make presentations-utilization of statistical methods; 5. Respect for humanity as a management philosophy, full participatory management; 6. Cross-functional management.

Ishikawas concept of TQM

QUALITY
MANUFACTURING
Fitness for purpose (1SO-9000) Meeting design spesifications Meeting customer's spesifications Exceeding customer's spesifications Zero - defects

QUALITY CONTROL
I
P

QUALITY ASSURANCE
I
P

TOTAL QUALITY MANAGEMENT

O
I

OK NO

O output ALWAYS quality I1

P1

O1
P2

I3
P3

O3
P4

REWORK
SCRAP

I2
ENVIRONMENT

O2

I4

O4

I = input O = output P = process I = inspection

feedback only to improve P OK NO = meet specs = defective

CUSTOMER SATISFACTION SURVEY INVESTMENT MARKET SURVEY

Final product satisfies customer needs and expectations

YR 1 TEACHING + LEARNING GRADUATES TL11 TL12 TL13 TL21 TL22 TL23 TL31 TL32 TL33 YR 2 YR 3 ...

STUDENTS

STUDENTS TEACHING + LEARNING PASS E FAIL DROP OUT SYLLABUS TEACHERS

ACADEMIC

EDUCATION

Getting qualified in the shortest possible time Getting commensurate job after graduating

SYLLABUS TEACHERS

REPEAT E

= Exam

Continuous improvement of Teaching and Learning through continuous student assessment and feedback

TL = Teaching + Learning
... ... ...

Routine procedures done efficiently in the least customer's time (they're here for academic purpose, not admin) Admin staff friendly and helpful Environment always conducive to learning

ADMINISTRATIVE

I
P

O
I

OK NO

I
P

O
...

I1
P1

O1
P2

I3
P3

O3
P4

REDO
SCRAP

I2 e.g. Have all questions been answered on the enrolment form? If not, redo. e.g. Check procedures are established as each question on the enrolment form is filled
space library

O2
heatin g

I4
exam rooms

O4
...

PENDAHULUAN