(kuliah ke delapan)

PENGENDALIAN DAN PENJAMINAN

KUALITAS
SITUASI USAHA DALAM PASAR YANG
BERSAING

Consumer
(Pembeli)

Company Competitor
(Perusahaan) (Perusahaan
Pesaing)
Komitmen Terhadap Konsumen
Adalah Kunci Sukses Usaha
KUNCI SUKSES USAHA

Perusahaan
mantap
Dan berkembang
Penjualan
Laba
Membeli kembali/
Lebih banyak,
Pembeli baru

Konsumen puas

Produk dan layanan perusahaan

Sesuai dengan harapan pembeli dan
lebih baik dari yang ditawarkan
pesaing
KEPUASAN DIPEROLEH MANAKALA PRODUK
DAN LAYANAN SESUAI DENGAN HARAPAN
PELANGGAN

Versus
A B
Keluaran Permintaan Pelanggan
Anda (Apa yg dibutuhkan &
(produk & service) Atau harapkan)

A=B

Puas
 Jendela Konsumen
(ABROR Inc.)

Attention Bravo
Diinginkan

Don’t worry be happy Cut or communicate

Tidak Diinginkan

Tidak diperoleh Diperoleh

 CUSTOMER IS KING
Konsumen adalah orang yang paling penting bagi perusahaan
Konsumen tidak tergantung pada perusahaan, tetapi perusahaan
bergantung kepada konsumen
Konsumen tidak mengganggu perusahaan, tetapi justru membantu
perusahaan
Konsumen adalah manusia, bukan barang mati (perlu diperhatikan)
Konsumen bukan lawan berdebat, tetapi kawan yang membantu
Konsumen mempercayakan keinginannya kepada perusahaan,
karena itu harus dipenuhi
Konsumen memberikan keuntungan kepada perusahaan
Konsumen adalah jiwa dari perusahaan
Konsumen perlu dimengerti dan diberi pelayanan yang
menyenangkan dan memuaskan.
 Meaning of Quality
 Webster’s Dictionary
 Tingkat Keunggulan sesuatu hal (degree of
excellence of a thing)

 American Society for Quality

 Totalitas fitur dan karakteristik yang memuaskan
kebutuhan (totality of features and
characteristics that satisfy needs)

 Perspektif konsumen dan produsen

(Consumer’s and Producer’s Perspective)
3-8
 Meaning of Quality:
Consumer’s Perspective

 Fitness for use

 how well product or service
does what it is supposed to
 Quality of design
 designing quality
characteristics into a
product or service
 A Mercedes and a Ford are
equally “fit for use,” but with
different design dimensions

Copyright 2006 John Wiley & Sons, Inc. 3-9

 Satisfied
Customers

Focus on
Customer Satisfaction
 Dimensions of Quality:
Manufactured Products (1)
 Performance (Performansi)
 basic operating characteristics of a product; how well a car
is handled or its gas mileage

 Features (Fitur)
 “extra” items added to basic features, such as a stereo CD
or a leather interior in a car

 Reliability (Keandalan)
 probability that a product will operate properly within an
expected time frame; that is, a TV will work without repair
for about seven years

3-11
 Dimensions of Quality:
Manufactured Products (2)
 Conformance (Kesesuaian)
 degree to which a product meets pre–established
standards

 Durability ( Daya Tahan)

 how long product lasts before replacement

 Serviceability
 ease of getting repairs, speed of repairs, courtesy
(Kesopanan) and competence of repair person

Copyright 2006 John Wiley & Sons, Inc. 3-12

 Dimensions of Quality:
Manufactured Products (3)
 Aesthetics (Estetika)
 how a product looks, feels, sounds, smells, or tastes

 Safety (Keamanan)
 assurance that customer will not suffer injury or harm
from a product; an especially important consideration for
automobiles

 Perceptions (Persepsi)
 subjective perceptions based on brand name, advertising,
and the like

Copyright 2006 John Wiley & Sons, Inc. 3-13

 Dimensions of Quality:
Service (1)
 Time and Timeliness (Waktu dan Ketepatan Waktu)
 How long must a customer wait for service, and is it
completed on time?
 Is an overnight package delivered overnight?
 Completeness (Kelengkapan):
 Is everything customer asked for provided?
 Is a mail order from a catalogue company complete when
delivered?

Copyright 2006 John Wiley & Sons, Inc. 3-14

 Dimensions of Quality:
Service (2)

 Courtesy (Kesopanan):
 How are customers treated by employees?
 Are catalogue phone operators nice and are their voices
pleasant?

 Consistency (Konsistensi)
 Is the same level of service provided to each customer
each time?
 Is your newspaper delivered on time every morning?

Copyright 2006 John Wiley & Sons, Inc. 3-15

 Dimensions of Quality:
Service (3)
 Accessibility and convenience (Aksessibilitas dan Kenyamanan)
 How easy is it to obtain service?
 Does a service representative answer you calls quickly?

 Accuracy (Akurasi)
 Is the service performed right every time?
 Is your bank or credit card statement correct every month?

 Responsiveness (Kemamputanggapan)
 How well does the company react to unusual situations?
 How well is a telephone operator able to respond to a customer’s
questions?

Copyright 2006 John Wiley & Sons, Inc. 3-16

 Meaning of Quality:
Producer’s Perspective

 Quality of Conformance (Kesesuaian Kualitas)

 Making sure a product or service is produced
according to design
 if new tires do not conform to specifications, they
wobble
 if a hotel room is not clean when a guest checks in, the
hotel is not functioning according to specifications of its
design

Copyright 2006 John Wiley & Sons, Inc. 3-17

 Meaning of Quality:
A Final Perspective

 Consumer’s and producer’s perspectives

depend on each other
 Consumer’s perspective: PRICE
 Producer’s perspective: COST
 Consumer’s view must dominate

Copyright 2006 John Wiley & Sons, Inc. 3-18

Pengertian Kualitas (Meaning of Quality)

Meaning of Quality

Producer’s Perspective Consumer’s Perspective

Quality of Conformance Quality of Design

Production • Conformance to • Quality characteristics Marketing

specifications • Price
• Cost

Fitness for
Consumer Use

Copyright 2006 John Wiley & Sons, Inc. 3-19

QUALITY FUNCTION DEPLOYMENT
(QFD)
 Definisi Quality Function Deployment

• QFD adalah suatu metodologi untuk menterjemahkan

kebutuhan dan keinginan konsumen ke dalam suatu
rancangan produk yang memiliki persyaratan teknik dan
karakteristik kualitas tertentu. (Akao, 1990; Urban Hauser,
1993).
• QFD adalah suatu metodologi terstruktur yang digunakan
dalam proses perencanaan dan pengembangan produk
untuk menetapkan spesifikasi kebutuhan dan keinginan
konsumen, serta mengefaluasi secara sistematis
kapabilitas suatu produk atau jasa dalam memenuhi
kebutuhan dan keinginan konsumen.
 QFD from the Japanese -

HIN SHITSU KI NO TEN KAI

Quality
Features Function
Deployment
Diffusion
= QFD
Attributes Mechanization Development
Qualities Evolution

Quality Function Deployment - “Customer Driven

Product / Process Development”
Where does QFD fit?

Six Sigma / TQM

Strategic Issues - Technical Tools - Cultural Change

Quality Improvement Tools

QFD • Taguchi Methods • SPC
• FMEA’s
- Planning Tool
- Customer Driven
• Fault Tree Analysis • Check Sheets
• Cause-Effect Diagram
- Proactive • Pareto - Monitor
• Benchmarking - Continuous Improvement
- Cross Functional Teams • Pugh Concept Selection
• Etc - Hold the “Gains”
LANGKAH-LANGKAH PERANCANGAN
(QFD)
 Voice of the Designer

Voice of the Customer

x = Design Trade-offs
Benchmarking
Reverse Engineering
 Deploying the VOC
Technical
Requirements
Customer
Requirements

Product
Requirements
Technical
Requirements

Process
Requirements
Product
Requirements

Control
Requirements
Process
Requirements
 Total Quality Management

• Commitment to quality throughout organization

• Principles of TQM
– Customer-oriented
– Leadership
– Strategic planning
– Employee responsibility
– Continuous improvement
– Cooperation
– Statistical methods
– Training and education

Copyright 2006 John Wiley & Sons, Inc. 3-32

 Quality Gurus

• Walter Shewart
– In 1920s, developed control charts
– Introduced the term “quality assurance”
• W. Edwards Deming
– Developed courses during World War II to teach statistical
quality-control techniques to engineers and executives of
companies that were military suppliers
– After the war, began teaching statistical quality control to
Japanese companies
• Joseph M. Juran
– Followed Deming to Japan in 1954
– Focused on strategic quality planning

Copyright 2006 John Wiley & Sons, Inc. 3-33

 Quality Gurus (cont.)

 Armand V. Feigenbaum
 In 1951, introduced concepts of total quality control and
continuous quality improvement
 Philip Crosby
 In 1979, emphasized that costs of poor quality far outweigh
the cost of preventing poor quality
 In 1984, defined absolutes of quality management—
conformance to requirements, prevention, and “zero
defects”
 Kaoru Ishikawa
 Promoted use of quality circles
 Developed “fishbone” diagram
 Emphasized importance of internal customer

Copyright 2006 John Wiley & Sons, Inc. 3-34

Deming Wheel: PDCA Cycle

4. Act 1. Plan
Institutionalize Identify
improvement; problem and
continue cycle. develop plan
for
improvement.

3. Study/Check 2. Do
Assess plan; is it Implement plan
working? on a test basis.

Copyright 2006 John Wiley & Sons, Inc. 3-35

 TQM and…

• … Partnering
– a relationship between a company and its
supplier based on mutual quality standards
• … Customers
– system must measure customer satisfaction
• … Information Technology
– infrastructure of hardware, networks, and
software necessary to support a quality
program

Copyright 2006 John Wiley & Sons, Inc. 3-36

 Quality Improvement and Role
of Employees

• Participative problem
solving
– employees involved in
quality management
– every employee has
undergone extensive
training to provide quality
service to Disney’s guests

Copyright 2006 John Wiley & Sons, Inc. 3-37

Quality Circle
Organization
8-10 members
Same area
Supervisor/moderator

Training
Presentation Group processes
Implementation Data collection
Monitoring Problem analysis

Problem
Solution Identification
Problem results List alternatives
Consensus
Brainstorming
Problem Analysis
Cause and effect
Data collection and
analysis

Copyright 2006 John Wiley & Sons, Inc. 3-38

 Six Sigma

• A process for developing and delivering near

perfect products and services
• Measure of how much a process deviates
from perfection
• 3.4 defects per million opportunities
• Champion
– an executive responsible for project success

Copyright 2006 John Wiley & Sons, Inc. 3-39

Black Belts and Green
Belts

• Black Belt
– project leader
• Master Black Belt
– a teacher and mentor
for Black Belts
• Green Belts
– project team members

Copyright 2006 John Wiley & Sons, Inc. 3-40

 Six Sigma: DMAIC
DEFINE MEASURE ANALYZE IMPROVE CONTROL

67,000 DPMO
cost = 25% of
sales 3.4 DPMO

Copyright 2006 John Wiley & Sons, Inc. 3-41

 TQM in Service Companies

• Principles of TQM apply equally well to

services and manufacturing
• Services and manufacturing companies have
similar inputs but different processes and
outputs
• Services tend to be labor intensive
• Service defects are not always easy to
measure because service output is not
usually a tangible item

Copyright 2006 John Wiley & Sons, Inc. 3-42

 Quality Attributes in Service

• Benchmark
– “best” level of quality
achievement one
company or companies
seek to achieve
• Timeliness
– how quickly a service is
provided
“quickest, friendliest, most
accurate service
available.”

Copyright 2006 John Wiley & Sons, Inc. 3-43

 Cost of Quality

• Cost of Achieving Good Quality

– Prevention costs
• costs incurred during product design
– Appraisal costs
• costs of measuring, testing, and analyzing
• Cost of Poor Quality
– Internal failure costs
• include scrap, rework, process failure, downtime, and
price reductions
– External failure costs
• include complaints, returns, warranty claims, liability,
and lost sales
Copyright 2006 John Wiley & Sons, Inc. 3-44
 Prevention Costs
• Quality
Trainingplanning
costs costs
–
– costs
costs of
of developing
developing and
and implementing quality
putting on quality management
training programs program
for
• Product-design
employees andcosts
management
– costs of designing
• Information costs products with quality characteristics
• Process costs
– costs of acquiring and maintaining data related to quality, and
– costs expended
development of to make on
reports sure productive
quality process conforms to quality
performance
specifications

Copyright 2006 John Wiley & Sons, Inc. 3-45

 Appraisal Costs

• Inspection and testing

– costs of testing and inspecting materials, parts, and
product at various stages and at the end of a process
• Test equipment costs
– costs of maintaining equipment used in testing quality
characteristics of products
• Operator costs
– costs of time spent by operators to gar data for testing
product quality, to make equipment adjustments to
maintain quality, and to stop work to assess quality

Copyright 2006 John Wiley & Sons, Inc. 3-46

 Internal Failure Costs
• Process downtime costs
– costs of shutting down productive process to fix problem
• Scrap costs
• Price-downgrading costs
– costs of poor-quality products
that
– costs of must be discarded,
discounting poor-quality products—that is, selling products as
including labor, material, and
“seconds”
indirect costs
• Rework costs
– costs of fixing defective
products to conform to quality
specifications
• Process failure costs
– costs of determining why
production process is producing
poor-quality products

Copyright 2006 John Wiley & Sons, Inc. 3-47

 External Failure Costs

• Customer complaint costs • Product liability costs

– costs of investigating and – litigation costs resulting
satisfactorily responding to a from product liability
customer complaint resulting and customer injury
from a poor-quality product
• Product return costs • Lost sales costs
– costs of handling and replacing – costs incurred because
poor-quality products returned by customers are
customer dissatisfied with poor
• Warranty claims costs quality products and do
– costs of complying with product not make additional
warranties purchases

Copyright 2006 John Wiley & Sons, Inc. 3-48

 Seven Quality Control Tools

• Pareto Analysis • Scatter Diagram

• Flow Chart • SPC Chart
• Check Sheet • Cause-and-Effect
• Histogram Diagram

Copyright 2006 John Wiley & Sons, Inc. 3-49

 Pareto Analysis

NUMBER OF
CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %

Copyright 2006 John Wiley & Sons, Inc. 3-50

 Percent from each cause

10
20
30
40
50
60
70

0
Po
W or
ro De
ng sig
n
(64)

di
m
en
De sio
fe ns
cti

(13)
ve
M pa
ac rts
hi
ne
ca
lib (10)
Op ra
er tio
at
(6)
or ns
er
De ro
fe rs
cti
(3)

ve

Causes of poor quality

Su m
at
rfa er
ce ia
(2)

ls

Copyright 2006 John Wiley & Sons, Inc.

ab
ra
sio
ns
(2)
Pareto Chart

3-51
 Flow Chart
Start/
Finish Operation Operation Decision Operation

Operation Operation

Decision Start/
Finish

Copyright 2006 John Wiley & Sons, Inc. 3-52

 Check Sheet
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |

Copyright 2006 John Wiley & Sons, Inc. 3-53

 Histogram

20

15

10

0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

Copyright 2006 John Wiley & Sons, Inc. 3-54

 Scatter Diagram
Y

X
Copyright 2006 John Wiley & Sons, Inc. 3-55
 Control Chart
24
UCL = 23.35
21
Number of defects

18 c = 12.67

15

12

6
LCL = 1.99
3
2 4 6 8 10 12 14 16
Sample number
Copyright 2006 John Wiley & Sons, Inc. 3-56
 Cause-and-Effect Diagram
Measurement Human Machines
Faulty
testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment Materials Process

Copyright 2006 John Wiley & Sons, Inc. 3-57

 Baldrige Award

• Created in 1987 to stimulate growth of quality

management in the United States
• Categories
– Leadership
– Information and analysis
– Strategic planning
– Human resource
– Focus
– Process management
– Business results
– Customer and market focus
Copyright 2006 John Wiley & Sons, Inc. 3-58
 Other Awards for Quality
• International
National individual
awardsawards
– EuropeanV.Quality
Armand Feigenbaum
AwardMedal
– Deming Medal
Canadian Quality Award
– E. Jack Lancaster
Australian Business
Medal
Excellence Award
– EdwardsPrize
Deming Medal
from Japan
– Shewart Medal
– Ishikawa Medal

Copyright 2006 John Wiley & Sons, Inc. 3-59

 American Customer Satisfaction
Index (ACSI)

• Measures customer satisfaction

• Established in 1994
• Web site: www.acsi.org
– Examples (in 2003)
• Amazon.com scored 88 (highest in service)
• Dell scored of 78 (highest in computer industry)
• Cadillac scored 87 (highest in car industry)

Copyright 2006 John Wiley & Sons, Inc. 3-60

 ISO 9000

• A set of procedures and • ISO 9001:2000

policies for international – Quality Management Systems—
quality certification of Requirements
suppliers – standard to assess ability to
• Standards achieve customer satisfaction
– ISO 9000:2000 • ISO 9004:2000
– Quality Management Systems—
• Quality Management Guidelines for Performance
Systems— Improvements
Fundamentals and – guidance to a company for
Vocabulary continual improvement of its
quality-management system
• defines fundamental
terms and definitions
used in ISO 9000
family Copyright 2006 John Wiley & Sons, Inc. 3-61
 Implications of ISO 9000 for U.S.
Companies

• Many overseas companies will

not do business with a supplier
unless it has ISO 9000
certification
• ISO 9000 accreditation
• ISO registrars
• A total commitment to quality
is required throughout an
organization

Copyright 2006 John Wiley & Sons, Inc. 3-62