Pendekatan Proses
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3 PENDEKATAN PROSES ISO 17025:2005
CLOSED LOOP
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3 PROSES LEVEL-1 ISO 17025:2005
Measurement,
Analysis,
accept ProcessPengujian
Proses Design
report
work
Analysis,
I O
I
Sampling dan
I Productsampel
Preparasi Design Evaluasi &Production
Interpretasi Hasil O
O
and Improvement
I O I O
Project
QA Pengujian
Planning
and Improvement
I O
Core Processes
Processes
I O
Resource Processes
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3 STRUKTUR ISO 17025:2005
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3 Persyaratan Manajemen
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3 Persyaratan Teknis
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3 PROSES MANAJEMEN
4.1 Organisasi
4.2 Sistem Manajemen
4.3 Pengendalian Dokumen
4.15 Kaji Ulang Manajemen
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3 PROSES UTAMA / MISI
Sampling dan II OO
accept I Productsampel
Preparasi Design Evaluasi &Production
Interpretasi Hasil O
O report
work II O
O I O
Project
QA Pengujian
Planning
I O
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3 PROSES PENDUKUNG / SUPPORT
Resource Processes
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3 PROSES PENGUKURAN / ANALISIS & PENINGKATAN
4.10 Peningkatan/Improvement
4.14 Audit Internal
5.9 Jaminan mutu hasil pengujian dan kalibrasi
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3 Proses Manajemen
4.3
4.2 Sistem
Pengendalian
Manajemen
Dokumen
4.15 Kaji Ulang
Manajemen
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3 Proses Utama / Misi
Program 5.9
Jaminan 5.9 5.9 QC Chart/ Rekaman
5.7
Mutu .1 5.9 Quality .2 Kreteria Mutu
Pengambilan
Sampel Assurance in
Measurement
4.4 Permintaan, 4.4 Permintaan,
Tender, Kontrak Tender, Kontrak
Customers 4.5 Sub Kontrak 5.4 Preparasi 5.9 Evaluasi Hasil test 4.5 Sub Kontrak Customer
Focus 4.7 Pelayanan 5.10 Report Satisfaction
Sampel 5.10 Interpretasi 4.7 Pelayanan
Customer Customer
4.8 Pengaduan 4.8 Pengaduan
5.8
5.4 Pengujian
Penanganan
Sampel
5.8 Retain/
4.13
Return
Pengendalian
Sample
5. 5.4 Rekaman
5.6 Teknis
4 .6
Metode Uji Estimasi m Ketelusuran
Core Process
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3 Proses Pendukung Sumber Daya
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3 Measurement, Analysis, and Improvement Processes
4.10
4.14 Audit
Continuous
Internal
Improvement
5.9
5.9 Quality Rekaman
Assurance in Mutu
Measurement
Core Process
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3 4 Process of ISO 17025:2005
P.4.9; R.4.9 4.9 Pengendalian 4.11 Tindakan 4.12 Tindakan 4.13 Pengendalian
Pekerjaan Perbaikan Pencegahan Rekaman Mutu
P.4.12; R.4.12
Rencana 5.7.1; P.5.7.1;
R.5.7.2 Program 5.9
Jaminan 5.9. 5.9.
P.5.7.3; R.5.7.3 5.7 QC Chart/ Rekaman
Mutu 1 2
Pengambilan 5.9 Quality Kreteria Mutu
Sampel Assurance in
Measurement
4.4 Permintaan, 4.4 Permintaan,
Tender, Kontrak Tender, Kontrak
Customers 4.5 Sub Kontrak 5.4 Preparasi 5.9 Evaluasi Hasil test 4.5 Sub Kontrak Customer
Focus 4.7 Pelayanan 5.10 Report
Sampel 5.10 Interpretasi 4.7 Pelayanan Satisfaction
Customer Customer
4.8 Pengaduan 4.8 Pengaduan
5.8 P.5.9; Program 5.9; R.5.9 Form Std Laporan;
IK 5.4. 5.4 Pengujian Voice
Penanganan R.5.10
P.4.4; R.4.4 Sampel Metode Uji of the customers
P.4.5; R.4.5 P.5.4.1; M 5.4.2-3-4
5.8 Retain/ 4.13
P.4.7; R.4.7; Survey 4.7 P.5.4.5; R.5.4.5
Return Pengendalian
P.4.8; R.4.8 P.5.4.6; IK 5.4.6
P.5.8.1; R.5.8.2; 5.8.3 5.4. 5.4. Sample Rekaman
P.5.4.7; R.5.4.7 5.6
P.5.8.4; R.5.8.4 6 7 Teknis
P.4.13; R.4.13.
Estimasi m Pengendalian Ketelusuran
P.5.8.1; P.5.8.4
Data R.5.8.2 5.8.3
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have confidence in competency
BAGIAN 4 & 5 : REVIEW ISO 17025:2005
4. Persyaratan Manajemen
5. Persyaratan Teknis
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4 No. & Klausul ISO 17025:2005
Dokumen level 2:
Elemen Elemen
Tersedia dalam prosedur klausul klausul
Bukti Kerja
Catatan penting !!
Rekaman ..
..
..
..
..
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4 4.1 Organisasi
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4 4.4 Kaji ulang permintaan, tender & kontrak
Bukti Kerja:
Rekaman kaji ulang permintaan, tender dan Prosedur 4.3 harus menjamin:
a. Persyaratan, termasuk metode, ditetapkan,
kontrak termasuk setiap perubahan yang didokumentasi dan dipahami.
berarti. b. Lab mempunyai kemampuan dan sumberdaya untuk
Rekaman kontrak yang diamandemen dan memenuhi persyaratan customer.
c. Metode pengujian/kalibrasi yang sesuai dan
komunikasi dengan customer memenuhi persyaratan customer.
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4 4.5 Subkontrak pengujian/kalibrasi
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4 4.6 Pembelian jasa dan perbekalan
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4 4.7 Pelayanan kepada customer
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4 4.8 Pengaduan
Dokumen level 1:
Kebijakan pengaduan dari customer atau
pihak lain. 4.8
Dokumen level 2:
Prosedur pengaduan
Bukti Kerja:
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4.9 Pengendalian pekerjaan pengujian
4 dan /atau kalibrasi yang tidak sesuai
continuous improvement
4.10
Dokumen level 2:
Prosedur penerapan pendekatan dan
Tindakan analisis data Hasil audit
metode continuous improvement
Perbaikan &
pencegahan
Bukti Kerja:
Metode pendekatan Continuous
Ketetapan dari hasil kaji ulang manajemen
Improvement (PDCA)
hal-hal yang harus dilakukan improvement
Memahami secara teknis aplikasi
Penerapan siklus CI (Plan-Do-Check-Act)
tools PDCA
menjadikan Continuous
Improvement sebagai budaya dalam
organisasi
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4 4.11 Tindakan Perbaikan
Bukti Kerja:
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4 4.12 Tindakan Pencegahan
Bukti Kerja:
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4 Hubungan Tindakan Perbaikan, Pencegahan &
Usulan Improvement
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4 4.13 Pengendalian Rekaman
Bukti Kerja:
Audit internal dilakukan periodik
Rekaman tim audit, rencana audit detail, (siklus 1 tahun) seluruh elemen ISO
rekaman hasil audit, tindak lanjut audit, dilakukan oleh personel terlatih &
monitoring dan closing audit internal mengerti manajemen & teknis ISO dan
independen
Rekaman hasil analisis audit internal
Report untuk rekomendasi CI & kaji ulang M. Mutu bertanggungjawab: peren-
manajemen. canaan, pengorganisasian, dan analisis
hasil audit.
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4 4.15 Kaji ulang manajemen
Kompetensi personel:
Bukti Kerja:
Personel pengoperasi peralatan tertentu
Rekaman kompetensi setiap personel
Tester/kalibrator/analis
Rekaman aktivitas pelatihan.
Evaluator hasil
Evaluasi program dan hasil pelatihan
Penandatangan sertifikat hasil uji
(keefektivannya) Pemberi pendapat interpretasi terhadap hasil
Evaluasi kinerja personel uji/kalibrasi.
Evaluasi supervisi personel yang Pengambil sampel
dikontrak/dikaryakan Auditor internal, manajerial dan personel
pendukung.
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5 5.3 Kondisi akomodasi dan lingkungan
Bukti Kerja:
Rekaman peralatan 5.5.5 butir a s/d h
label, kode, status kalibrasi, dan identitas
lainnya serta log book penggunaan peralatan
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5 5.6 Ketelusuran pengukuran
Bukti Kerja:
Program dan rekaman kalibrasi peralatan Ketelusuran pengukuran diartikan bahwa hasil
ukur tertelusur ke satuan internasional atau ke
Rekaman penggunaan bahan acuan bahan acuan bersertifikat.
bersertifikat Standard acuan digunakan untuk kalibrasi saja
Rekaman uji banding antar lab Bahan acuan (reference material) digunakan
Rekaman pengecekan antara untuk standard pembanding bahan acuan internal
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5 5.7 Pengambilan sampel
Bukti Kerja:
Rencana pengambilan sampel dan prosedur
Program dan rekaman pengambilan sampel
harus tersedia di lokasi pengambilan sampel
Rekaman pengecualian dan/atau penambahan Faktor-faktor yang harus dikendalikan untuk
bagian dari prosedur sampling menjamin keabsahan hasil pengujian/kalibrasi
Rekaman data sampel dan kegiatan lain yang Customer dapat menambahkan, atau
relevan. mengecualikan bagian dari prosedur
pengambilan sampel, rekaman harus rinci.
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5 5.8 Penanganan barang yang diuji
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5 5.9 Jaminan mutu hasil pengujian dan kalibrasi
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5 5.10 Pelaporan hasil
Dokumen level 3:
Sertifikat hasil uji/kalibrasi dengan sampling laporan harus jelas, akurat, tidak membingungkan dan
atau tidak objektif sesuai instruksi spesifik dalam metode uji.
Laporan minimal mengandung sesuai 5.10.2. a s/d k
Bukti Kerja: Persyaratan tambahan bila diperlukan interpretasi
5.10.3.1 a s/d e
Rekaman duplikasi setiap laporan hasil Laporan tambahan yang berisi tentang pengambilan
uji/kalibrasi dengan identitas unik. sampel 5.10.3.2 a s/d f.
Laporan hasil uji dari subkontraktor Sertifikat kalibrasi dalam hal interpretasi hasil 5.10.4 a s/d
Laporan hasil uji yang diamandemen c
Pengendalian rekaman diberlakukan Opini dan interpretasi harus dengan dasar yang
digunakan.
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have confidence in competency
BAGIAN 6 : KLASIFIKASI TEMUAN
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6.1 Sumber Ketidaksesuaian
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6.1 Contoh Ketidaksesuaian
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6.1 Klasifikasi Ketidaksesuaian
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6.1 Klasifikasi Ketidaksesuaian
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6.1 Klasifikasi Ketidaksesuaian
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6.2 Ciri Ketidaksesuaian Katagori 1,2 dan 3
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6.3 Contoh-contoh katagori ketidaksesuaian
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6.3 Contoh-contoh katagori ketidaksesuaian
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6.3 Contoh-contoh katagori ketidaksesuaian
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6.3 Latihan Penetapan Katagori Temuan
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7
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7 7.1 Fungsional
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7 7.1 Fungsional
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7 7.1 Fungsional
Langkah-langkah:
Relationship
High = 9
Medium = 3
Low =1
Matriks Diagram digunakan oleh team atau individu secara sistematik untuk
mendapatkan hubungan dan seberapa kuat hubungan tersebut diantara
dua atau lebih set informasi. Skala numerik 9, 3, 1 menyatakan hubungan
Kuat, sedang dan rendah.
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7.2 Workflow
Functional
Relation Matriks
Interrelationship
Strength
& Weaknesses
technical
requirements
management
requirements
4 Processes
CI
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7.2 Pemetaan relationship 4 processes of ISO 17025
Interrelationships
Proses Utama
Proses
Pendukung
Proses Pengukuran,
Analisis &
Improvement
Continuous
Improvement
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7 4 Processes of ISO
17025:2005 Struktur Organisasi
Job.Des personel Lab.
P.4.15; R.4.15
4.1 Organisasi
P.4.9; R.4.9 4.9 Pengendalian 4.11 Tindakan 4.12 Tindakan 4.13 Pengendalian
Pekerjaan Perbaikan Pencegahan Rekaman Mutu
P.4.12; R.4.12
Rencana 5.7.1; P.5.7.1;
R.5.7.2 Program 5.9
Jaminan 5.9. 5.9.
P.5.7.3; R.5.7.3 5.7 QC Chart/ Rekaman
Mutu 1 2
Pengambilan 5.9 Quality Kreteria Mutu
Sampel Assurance in
Measurement
4.4 Permintaan, 4.4 Permintaan,
Tender, Kontrak Tender, Kontrak
Customers 4.5 Sub Kontrak 5.4 Preparasi 5.9 Evaluasi Hasil test 4.5 Sub Kontrak Customer
Focus 4.7 Pelayanan 5.10 Report
Sampel 5.10 Interpretasi 4.7 Pelayanan Satisfaction
Customer Customer
4.8 Pengaduan 4.8 Pengaduan
5.8 P.5.9; Program 5.9; R.5.9 Form Std Laporan;
IK 5.4. 5.4 Pengujian Voice
Penanganan R.5.10
P.4.4; R.4.4 Sampel Metode Uji of the customers
P.4.5; R.4.5 P.5.4.1; M 5.4.2-3-4
5.8 Retain/ 4.13
P.4.7; R.4.7; Survey 4.7 P.5.4.5; R.5.4.5
Return Pengendalian
P.4.8; R.4.8 P.5.4.6; IK 5.4.6
P.5.8.1; R.5.8.2; 5.8.3 5.4. 5.4. Sample Rekaman
P.5.4.7; R.5.4.7 5.6
P.5.8.4; R.5.8.4 6 7 Teknis
P.4.13; R.4.13.
Estimasi m Pengendalian Ketelusuran
P.5.8.1; P.5.8.4
Data R.5.8.2 5.8.3
= kuat
= sedang
= lemah
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10
Manajemen
Proses
Utama / Misi
Proses
Pendukung
Proses
Pengukuran/
Peningkatan
Analisis &
Proses
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7.3 Matriks Klausul ISO 17025:2005 vs Fuingsional Laboratorium
Sekretaris
Proses
Manajer Teknis
Pelayanan Customer
Pengambil Sampel
Utama / Misi
Penanganan Sampel
Proses
Preparasi Sampel
Penyelia
Laboran/Tester
Evaluator
Penanda Tangan Sertifikat
Manajer Pendukung/Umum
Staf Admin
Pendukung
Bagian Bengkel
Bagian Logistik/Gudang
Manajer Mutu
Pengukuran/
Peningkatan
Analisis &
Staf Mutu
Proses
Auditor Internal
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7.3 Matriks Klausul ISO 17025:2005 vs Fuingsional Laboratorium
Laboratorium Pengujian
JADWAL AUDIT TAHUN 2009
Dibuat oleh : ................... Tgl.:
= kuat
= sedang
= lemah
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 KETERANGAN PERSETUJUAN
Manajemen
Proses
Utama / Misi
Proses
Pendukung
Pengukuran/ Proses
Peningkatan
Analisis &
Proses
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7.3 4 Processes of ISO
17025:2005 Struktur Organisasi
P.4.15; R.4.15
Kebijakan Mutu
Sasaran Mutu
P.4.13; R.4.13.1;
P.4.11; R.4.11 Program 4.10 R. 4.13.2
P.4.9; R.4.9 4.9 Pengendalian 4.11 Tindakan 4.12 Tindakan 4.13 Pengendalian
Pekerjaan Perbaikan Pencegahan Rekaman Mutu
P.4.12; R.4.12
Rencana 5.7.1; P.5.7.1;
R.5.7.2 Program 5.9
Jaminan 5.9. 5.9.
P.5.7.3; R.5.7.3 5.7 QC Chart/ Rekaman
Mutu 1 2
Pengambilan 5.9 Quality Kreteria Mutu
Sampel Assurance in
Measurement
4.4 Permintaan, 4.4 Permintaan,
Tender, Kontrak Tender, Kontrak
Customers 4.5 Sub Kontrak 5.4 Preparasi 5.9 Evaluasi Hasil test 4.5 Sub Kontrak Customer
Focus 4.7 Pelayanan 5.10 Report
Sampel 5.10 Interpretasi 4.7 Pelayanan Satisfaction
Customer Customer
4.8 Pengaduan 4.8 Pengaduan
5.8 P.5.9; Program 5.9; R.5.9 Form Std Laporan;
IK 5.4. 5.4 Pengujian Voice
Penanganan R.5.10
P.4.4; R.4.4 Sampel Metode Uji of the customers
P.4.5; R.4.5 P.5.4.1; M 5.4.2-3-4
5.8 Retain/ 4.13
P.4.7; R.4.7; Survey 4.7 P.5.4.5; R.5.4.5
Return Pengendalian
P.4.8; R.4.8 P.5.4.6; IK 5.4.6
P.5.8.1; R.5.8.2; 5.8.3 5.4. 5.4. Sample Rekaman
P.5.4.7; R.5.4.7 5.6
P.5.8.4; R.5.8.4 6 7 Teknis
P.4.13; R.4.13.
Estimasi m Pengendalian Ketelusuran
P.5.8.1; P.5.8.4
Data R.5.8.2 5.8.3
X
Disusun Oleh : Manajer Mutu _____________ Tgl. _______ X
Sekretaris
Proses
Manajer Teknis
Pelayanan Customer
Pengambil Sampel
Utama / Misi
Penanganan Sampel
Proses
Preparasi Sampel
Penyelia
Laboran/Tester
Evaluator
Penanda Tangan Sertifikat
Manajer Pendukung/Umum
Staf Admin
Pendukung
Bagian Bengkel
Bagian Logistik/Gudang
Manajer Mutu
Pengukuran/
Peningkatan
Analisis &
Staf Mutu
Proses
Auditor Internal
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7.3 Matriks Klausul ISO 17025:2005 vs Fuingsional Laboratorium
Laboratorium Pengujian
HASIL EVALUASI AUDIT INTERNAL 2009
Dianalisis Oleh : Manajer Mutu _____________ Tgl. _______
= kuat
= sedang
= lemah
KEKUATAN & REKOMENDASI
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 NC KELEMAHAN CONT. IMPROVEMENT
Manajemen
Proses
Total NC =
Utama / Misi
Proses
Total NC =
Pendukung
Proses
Total NC =
Pengukuran/
Peningkatan
Analisis &
Proses
Total NC =
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8
General Case :
Implementation Expectation for Quality System Management Based on
ISO/IEC 17025:2005
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8 Studi Kasus Hasil Audit Internal
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8 Data Hasil Audit Internal Hasil Re-Asesmen Eksternal
5.6 3 0 3 0 5.4.6 3 0 2 1
5.2 1 0 1 0 5.5.2 1 1 0 0
5.3.2 1 0 1 0 5.6.1/2/3 8 0 5 3
5.4.4 1 0 1 0 5.7 1 0 0 1
5.9 1 0 1 0 5.9.6 2 0 2 0
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8 Studi Kasus Hasil Audit Internal & Re-Asesmen
Temuan persyaratan 13 11
manejemen
Temuan persyaratan Teknis 7 23
Katagori temuan 0 18 2 4 20 10
Asesor Lebih cendrung audit Kuat dalam aspek teknis dan detail
manejemen dalam audit
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8 Studi Kasus Hasil Audit Internal & Re-Asesmen
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Cause & Effect
8 Fishbone Diagram
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8 Studi Kasus Hasil Audit Internal & Re-Asesmen
Kebijakan &
Kurang Komitmen
Kompetensi Aturan tidak dipahami
& jenjang pangkat Pergantian MP
Temuan Kritis
Tidak Komunikasi Internal
Alat tdk
Dimutakhirkan terkalibrasi
Letak alat
mengikuti metode
uji
Alat tidak
Kontaminasi
Memenuhi
Silang
Persyaratan
pengujian
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8 Flow Tree (Diagram System)
Flow Tree
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8 Tree Diagram & Matrix Comparison
M. Puncak
M. Teknis
M. Admin
Priority
Penyelia
M. Mutu
Total
Analis
High = 9
Medium = 3
Low =1
Kebijakan &
Komitmen
16 6
Katagori
Kritis
Komunikasi
Internal 42 1
Persyaratan
manejemen 25 4
Temuan
Major & Minor
Persyaratan
teknis 34 2
Hasil Audit
Laboratorium
Latar belakang
Kesenjangan keahlian 18 5
skill auditor
Internal
Pengalaman &
Pelatihan 18 5
Tidak ada
knowledge
Kesenjangan sharing
33 3
77 Pengetahuan antraining@centrin.net.id
8 Solution Based on Root Cause
Evaluasi
Peran
Efek
Risalah rapat MP 1/bln
pimpinan
Top - Down MP 1/bln
Sesi arahan
rutin
Tingkatkan
Komunikasi Apresiasi MM, 1/bln
Staf Lab MT
Temuan Kritis
Button-Up
Coffee Morning MP 2/bln
Buat 2 form MT 1
sertifikat
Tetapkan M. T MP 1
Kebijakan Renovasi Ruang MU 1
Kebijakan &
Komitmen Keluarkan PO MP 1
Reward MP 12
Komitmen Punisment bln
Slogan MP 12
Moto bln
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8 Temuan 2 dan 3
HOUSE OF AUDIT ISO 17025:2005
= kuat
= sedang
= lemah
KEKUATAN & REKOMENDASI
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 NC KELEMAHAN CONT. IMPROVEMENT
Manajemen Puncak 3 1 4
Manajemen
Sekretaris
Proses
Total NC = 4
Manajer Teknis 3 1 4 1 9
Pelayanan Customer 2 2
Pengambil Sampel 1 1
Utama / Misi
Penanganan Sampel
Proses
Preparasi Sampel
Penyelia 3 3
Laboran/Tester
Evaluator
Penanda Tangan Sertifikat
Total NC = 15
Manajer Pendukung/Umum 3 4 7
Staf Admin
Pendukung
Bagian Bengkel
Bagian Logistik/Gudang
Total NC = 9
Manajer Mutu 3 2 1 6
Pengukuran/
Peningkatan
Analisis &
Staf Mutu
Proses
Auditor Internal
Total NC = 6
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8 Analisis Kekuatan & Kelemahan
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8 Peluang Improvement / Rekomendasi CI
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8 Peluang Improvement / Rekomendasi CI
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8 Rekomendasi Program CI
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8 Hubungan Tindakan Perbaikan, Pencegahan
Usulan Improvement
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8 Pendekatan Improvement
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9 Continuous Improvement
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9 RESEARCH Problems known to top
4%
Problems known to
9% general managers
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9 Continuous improvement Approach
Demings wheel
(P.D.C.A.)
PLAN DO
ACT CHECK
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9 Overview of The PDCA Problem Solving Cycle
ct
muncul kembali level utama apa dari
A
masalah yang masalah ?
sama? PDCA
C
he Determine best Bagaimana cara kita
o
c k
D
Potential solutions
menghilang-kan
Sejauh mana kita Evaluate result secara efektif
Menghilangkan/ Plan &
Implement
penyebab utama
Mengurangi penyebab the solution masalah tersebut?
utama?
Pl
an
root cause
t
Ac
level
PDCA
Tulis pernyataan problem secara jelas
C
he Determine best
Siapkan target improvement
o
ck
D
Potential solutions
Brainstorming is a procedure that allows a group to
Evaluate result express problem areas, ideas, solutions, or needs. It
Plan & allows each participant to state their opinion in a non-
Implement threatening environment. Brainstorming helpsCHECKLISTS
a group or sheets are simple easy-to-understan
forms used to determine whether and with what
the solution create many ideas in as short a time as possible.
frequency specified events are taking place. Check lis
Brainstorming can be used
A Flowchart is ainpictorial
two ways: structured or
supply the necessary data for creating Run Charts and
unstructured.
representation showing allother continuous improvement tools.
Start of the steps of a process.
FLOWCHART
Flowcharts are used to
CHECKLIST
Process document a process. By
Step creating and studying Date Total
flowcharts teams can often
Category 1 Data Data
uncover sources of trouble
roblem Statement is tool used A Histogram
to illustrate the
is a specializedas
Decision
stability are
Surveys
Column
of aused
well as
process.
Graph
whenThe
problems.
used to
solutions
a project
Many of
A Control Chart is simply aData
Category 2
is us are determinedCategory
Run Chart
Data
with statistically
upper and lower control limit lines drawn o
Measurement
2. xxxxxxxxxx Average
act the problem has on using a Checklist
Frequency
3. xxxxxxxxxx
Process C
rganization, and the and display themProcess B _______________ __________
using a Bar Chart,
red state one would like Process A illustrates greater Lower Control Limit [LCL]
Column Chart, orvariation than Process B.
hieve by solving the
Pareto Chart. Process
Scores C illustrates even less
Time
em or improving the variation than Process B.
ess.
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9 Steps of PDCA : The Plan Step
PDCA
supply the necessary data for creating Run Charts and
other continuous improvement tools. yang paling besar
CHECKLIST Verifikasi/validasi akar penyebab tsb
C
o Determine best
Total
Evaluate result
Category 1 Data Data
Plan &
Implement
the solution
Category 2 Data Data Evaluasi solusi ( confirm
CAUSE & EFFECT DIAGRAM [FISHBONE]
Category 3 Data
A Cause & Effect Diagram is used when you need to
identify, explore,Category
and display4the possibleData
Data
causes ofData
a
dengan akar penyebab & data)
specific problem or condition. Fishboning
represents a sophisticated form of brainstorming. Fokus pada solusi yang paling
Cause Cause
mungkin dilakukan
A Run Chart is used to monitor a process to see
whether or not the long-range average is
changing.
Process A
mungkin Process
Flowcharts are usedFlow
to
document a process. By
Tree
Frequency
Step creating and studying
Process C
flowcharts teams can often
uncover sources of trouble Process B
Decision as well as solutions to
Process A illustrates greater
problems. Many of us are
variation than Process B.
visual learners. Lets
Stop flowchart it is a most Scores Process C illustrates even less
important step in problem variation than Process B.
solving.
A B C D Other
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9 Steps of PDCA : The Do step
t
Analyze to
root cause Key Activities:
Pl
Ac
an
level
o
he
D
ck
Evaluate result
Potential solutions
Rencanakan monitoring dan
Implement
ukur efektivitas perubahan.
Brainstorming is a procedure that allows a group to
the solution express problem areas, ideas, solutions, or needs.
Action Plan refers toIta series of connected steps that
allows each participant to state their opinion to
are designed in accomplish
a non- a goal or objective. Action
threatening environment. Brainstorming helps
plans include a group
details of shorter- and longer-term
performance
create many ideas in as short a time projections, responsible personnel, resource
as possible.
Brainstorming can be used in twocommitments and time or
ways: structured horizons for accomplishment.
unstructured. Action plan development represents the critical stage
A Flowchart is a pictorial
representation showing all in planning when
Start of the steps of a process.strategic ACTION PLAN
FLOWCHART
Flowcharts are used to objectives and
Process document a process. By goals are made
Step creating and studying specific so that
Environment
Improvement
Procedure
Equitment
Direction of
Material
Method
People
Ganntt Chart Flow Tree
Implementasikan dan monitor PROJECT
STEPS
Time
1.
kemajuan 2.
3.
4.
5.
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9 The Check Step
Needs to be done
Pl Analyze to
Review dan evaluasi hasil an root cause
ct
level
A
perubahan. Bandingkan
data sebelum dan sesudah. PDCA
C
Check apakah target he Determine best
o
c k
D
yang diharapkan tercapai Potential solutions
Measurement
flowcharts teams can often
uncover sources
Category of
1 trouble
Data Data Average Average
Decision as well as solutions to
problems. Category
Many 2of us are Data Data _______________ __________
visual learners. Lets
Lower Control Limit [LCL]
Stop flowchart it is a most
Category 3 Data Data Time
important step in problem
solving.
Category 4 Data Data Time
A B C D Other
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9 Steps of PDCA : The Action Step
penuh
Sepakati monitoring selanjutnya Pl Analyze to
a root cause
t
n
Ac
level
Do
ws each participant to state their opinion in a non-
The Affinity Diagram is the result of an interactive
ck Potential solutions
atening environment. Brainstorming helps a group data collection method which allows groups of people
te many ideas in as short a time as possible. to identify and process large quantities of ideas in a
nstorming can be used in two ways: structured or U nd e rs to o d th e 2 -Jo b C on c epvery short
t p rio r to time. It is a non-judgmental way to collect Evaluate result
tructured. tr ain in g. and process ideas. A question is posed. Team
4 members individually Brainstorm silently writing ideas
Project Bulletin Board on 3x3 sticky
Plan &
3
notes.
RED ITEMS REQUIRE ACTION WITHIN 30 DAYS.
Affinity Diagram Implement
2 Team members
1.
2.
Completed Items move to the randomly place the solution
Successful Projects Board.
3. 1 them in the middle
Un d er YELLOW
s to odITEMS
t h ARE
at ISCHEDULED
a m a TO MOVE INTO RED.
cu st om er t oo pr ior of the table.
U nd e rs to o d th e 8 5- 15 Ru le p rio r to
1. 0 S er ie s1
2.
Items must
to be organized
tr ain in g.into segments Ideas are grouped tr ain in g.
capable of being addressed within 30 days.
3. into like categories.
GREEN ITEMS CAPTURE ALL IMPROVEMENT SUGGESTIONS.
Finally, a header
1.
2.
Items move into yellow as space permits. note is placed at
the top of each
Brainstorming
3.
column.
Un de r st oo d t he i de a o f " C us to m e r- Dr iven
Q u alit y " p rio r to tr ain in g.
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