MANAGEMENT OF

QUALITY
LEARNING OBJECTIVES
1. Dapat menjelaskan KUALITAS yang berhubungan dengan produk maupun jasa.
2. Dapat menjelaskan kenapa KUALITAS penting dan apa konsekuensi nya bagi barang atau jasa yang
memiliki produk RENDAH KUALITAS.
3. Dapat mengidentifikasi apa saja yang menentukan KUALITAS.
4. Dapat membedakan biaya yang terkait dengan KUALITAS.
5. Membandingkan penghargaan yang diperoleh dari sebuah KUALITAS.
6. Dapat mendiskusikan filosofi KUALITAS.
7. Dapat menjabarkan mengenai TQM
8. Dapat memberikan pandangan terkait pemecahan masalah.
9. Dapat memberikan pandangan terkait peningkatan kinerja
10. Menjabarkan dan menggunakan berbagai alat analisis kualitas
APA YANG DIMAKSUD
DENGAN KUALITAS?
The ability of a product or
service to consistently meet or
exceed customer expectations.
DIMENSI KUALITAS
Product Quality Service Quality
1. Performance 1. Convenience
2. Aesthetics 2. Reliability
3. Special Features 3. Responsiveness
4. Conformance 4. Time
5. Reliability 5. Assurance
6. Durability 6. Courtesy
7. Perceived Quality 7. Tangibles
8. Serviceability 8. Consistency
IMPLIKASI KUALITAS
1.Company reputation
Perception of new products
Employment practices
Supplier relations

2.Product liability
Reduce risk

3.Global implications
Improved ability to compete
TOOLS OF TQM
1. Check Sheets
2. Scatter Diagrams
3. Cause-and-Effect Diagrams
4. Pareto Charts
5. Flowcharts
6. Histograms
7. Statistical Process Control (SPC)
BIAYA KUALITAS
PENENTU KUALITAS
1. Desain
2. Seberapa baik produk atau layanan sesuai dengan
disain
3. Mudah digunakan
4. Pelayanan dan layanan purnajual
TOTAL QUALITY
MANAGEMENT
Sebuah filosofi yang melibatkan setiap
orang dalam sebuah organisasi dalam
upaya terus-menerus untuk meningkatkan
kualitas dan mencapai kepuasan
pelanggan.
TOOLS OF TQM
 Tools for Generating Ideas
 Check sheets
 Scatter diagrams
 Cause-and-effect diagrams
 Tools to Organize the Data
 Pareto charts
 Flowcharts

© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

TOOLS OF TQM
 Tools for Identifying Problems
 Histogram
 Statistical process control chart

© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

SEVEN TOOLS OF TQM
(a) Check Sheet: An organized method of
recording data

Hour
Defect 1 2 3 4 5 6 7 8
A /// / / / / /// /
B // / / / // ///
C / // // ////

Figure 6.6
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
SEVEN TOOLS OF TQM
(b) Scatter Diagram: A graph of the value
of one variable vs. another variable

Productivity

Absenteeism

Figure 6.6
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
SEVEN TOOLS OF TQM
(c) Cause-and-Effect Diagram: A tool that
identifies process elements (causes) that
might effect an outcome

Cause
Materials Methods
Effect

Manpower Machinery
Figure 6.6
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
SEVEN TOOLS OF TQM
(d) Pareto Chart: A graph to identify and plot
problems or defects in descending order of
frequency

Frequency

Percent
A B C D E
Figure 6.6
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
SEVEN TOOLS OF TQM
(e) Flowchart (Process Diagram): A chart that
describes the steps in a process

Figure 6.6
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
SEVEN TOOLS OF TQM
(f) Histogram: A distribution showing the
frequency of occurrences of a variable
Distribution

Frequency

Repair time (minutes)

Figure 6.6
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
SEVEN TOOLS OF TQM
(g) Statistical Process Control Chart: A chart with
time on the horizontal axis to plot values of a
statistic

Upper control limit

Target value

Lower control limit

Time
Figure 6.6
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
CAUSE-AND-EFFECT
DIAGRAMS
Material Method
(ball) (shooting process)
Grain/Feel Aiming point
(grip)
Size of ball
Air pressure Bend knees
Hand position
Balance
Lopsidedness
Follow-through
Missed
Training
free-throws
Rim size

Conditioning Motivation Rim height

Consistency Rim alignment Backboard

stability
Concentration

Machine
Manpower
(hoop & Figure 6.7
(shooter)
backboard)
© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
PARETO CHARTS
Data for October
– 100
70 – – 93
– 88
60 – 54
Frequency (number)

Cumulative percent
– 72
50 –
40 –
Number of
30 – occurrences
20 –
12
10 –
4 3 2
0 –
Room svc Check-in Pool hours Minibar Misc.
72% 16% 5% 4% 3%
Causes and percent of the total

© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

FLOW CHARTS
MRI Flowchart
1. Physician schedules MRI 7. If unsatisfactory, repeat
2. Patient taken to MRI 8. Patient taken back to room
3. Patient signs in 9. MRI read by radiologist
4. Patient is prepped 10. MRI report transferred to
5. Technician carries out MRI physician
6. Technician inspects film 11. Patient and physician discuss

8
80%
1 2 3 4 5 6 7 11
9 10
20%

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STATISTICAL PROCESS
CONTROL (SPC)
 Uses statistics and control charts to
tell when to take corrective action
 Drives process improvement
 Four key steps
 Measure the process
 When a change is indicated, find the
assignable cause
 Eliminate or incorporate the cause
 Restart the revised process

© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

 AN SPC CHART
Plots the percent of free throws missed

Upper control limit

20%

10%
Coach’s target value

| | | | | | | | | Lower control limit

0% 1 2 3 4 5 6 7 8 9

Game number
Figure 6.8

© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

INSPECTION
 Involves examining items to see if
an item is good or defective
 Detect a defective product
 Does not correct deficiencies in
process or product
 It is expensive
 Issues
 When to inspect
 Where in process to inspect

© 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL