Departemen Teknologi Industri Pertanian

Fakultas Teknologi Pertanian

Mk Rekayasa Mutu (TIN351)

Topik Bahasan:
Total Quality Management (TQM) : Basic Competition
Strategy, Juran Quality Manajemen System and
Failure Mode and Effect Analysis (FMEA).

Dosen : Team Dosen 2023

Capaian Pembelajaran Mata Kuliah (CPMK) Terkait

• Setelah menyelesaikan perkuliahan ini, mahasiswa diharapkan

A. Mahasiswa mampu menjelaskan definisi mutu dan menentukan atribut mutu

B. Mahasiswa mampu menerapkan prinsip-prinsip perbaikan mutu secara berkelanjutan
dalam sistem manajemen mutu agroindustry
C. Mahasiswa mampu menerapkan alat bantu dan teknik rekayasa mutu dalam
rangka meningkatkan daya saing produk (penggunaan Seven Old Tools dan
Seven New Tools).

Warna biru merupakan CPMK yang

relavan pada pokok bahasan ini.

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Fakultas Teknologi Pertanian
Outline

• Strategi Dasar Bersaing

• Prinsip TQM
• Konsep Kualitas Juran
• Fauilure Mode and Effect Analysis (FMEA)

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Fakultas Teknologi Pertanian
Industrial Paradigm
Production :
“Mass” “Lean” “Flexible” “Reconfigurable”
1913 1960 1980 2000

e nes s
v
Objective : p ons i
s
Re
a riety
V
“Knowledge
u a lity Science”
Q
st Computerization
Co
Production Management

“Interchangeable Parts” Approach:

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Fakultas Teknologi Pertanian
 Competition Strategy

Flexibility/
Cost Quality Delivery Responsiveness
Innovation

1800 1960 1970 1980 1990 2000

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Fakultas Teknologi Pertanian
 STRATEGY
is a common vision
that unites an organization, provides consistency in decisions, and keeps the organization moving in the right direction.

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Fakultas Teknologi Pertanian
 STRATEGY

• Merupakan “action plan” dari organisasi untuk mencapai misi

• Pencapaian misi melalui :
- Pembedaan Produk
- Biaya/Harga
- Kecepatan respon
- Flexibilitas?

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Fakultas Teknologi Pertanian
 COMPETING ON QUALITY

Please the customer

Examples: Malcolm Baldrige Award Winners

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Fakultas Teknologi Pertanian
 COMPETING ON FLEXIBILITY

Respond to changing customer

and operational needs

Contoh:
- Mobil
- Air minum dalam kemasan
-

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Fakultas Teknologi Pertanian
 COMPETING ON SPEED

Fast moves, fast adaptions, tight

linkages

Contoh:
- McDonald’s,
- TIKI, FedEx,
-

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Fakultas Teknologi Pertanian
 COMPETING ON COST

Eliminate all waste

Contoh: Airlines industries

- Wing foods?: Mie sedap v.s. Indomie?

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Fakultas Teknologi Pertanian
 Where are You on this scale ?

1 What’s TQM

2 I’ve heard about TQM

3 I’ve read about TQM

I’ve attended some TQM training

4
I’ve used some TQM tools
5

6 I have lots of experience with TQM

I taught Dr. Deming everything he knows

7
about TQM
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Fakultas Teknologi Pertanian
evolusi

TQM

Quality Assurance

inspection

foremen

operator

1900 1918 1937 1960 1980

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Fakultas Teknologi Pertanian
 QUALITY

Quality Control Quality Assurance

Total Quality Control

Total Quality Management

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Fakultas Teknologi Pertanian
• Quality of design
• Quality of conformance

1. Performance
2. Feature
3. Reliability
4. Conformance
5. Durability
6. Serviceability
7. Aesthetic
8. Perceived quality
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Fakultas Teknologi Pertanian
 Quality
Control

Quality Assurance

PDCA

Quality Circle

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Fakultas Teknologi Pertanian
• Top Management Commitment

• Customer Focus
• Performance measurement
• Participative Management
• Continuous Improvement

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Fakultas Teknologi Pertanian
BASIC QUESTIONS IN THE TQM IMPLEMENTATION

• Who are my customer ?

• What are the products/services I provide to my customers ?
• What are their expectations of my product/service ?
• Does my product/service consistently meet or exceed
their expectations ?
• What tells me my product/service is improving ?
• How do my work activities add value to the process ?
• What actions are needed to improve my process ?

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Fakultas Teknologi Pertanian
 Joseph M. Juran’s Quality Trilogy

Quality Planning Quality Control Quality

Establish quality goals Prove the process can Improvement
Identify customer needs produce under Seek to optimise the
operating conditions process via tools of
Translate needs into our diagnosis
language Transfer process to
operation
Develop a product for
these needs
Optimise product
features for these needs
3. KONSEP TQM MENURUT JOSEPH M. JURAN

● Bekerja pada departemen pemeriksaan di Bell Telephone’s

Hawthorne Works
● Seperti Deming, juga memperoleh penghargaan tertinggi dari Kaisar
Jepang : “ Second order the Sacred Treasure”
● Bukunya paling lengkap dan sangat terkenal : “Juran’s Quality
Control Hand Book”
● Dia mendirikan JURAN INSTITUTE yang melayani berbagai seminar,
konsultasi, konferensi dan Video tape yang berkaitan dengan mutu
 Juran Trilogi (Trilogi Mutu)
● Didasarkan kepada proses manajerial yang biasa digunakan mengelola finansial :
perencanaan finansial, pengendalian finansial dan perbaikan finansial
● Penerapan pada manajemen mutu :
(1) Perencanaan mutu : Suatu proses mengidentifikasi pelanggan,
persyaratannya, harapannya tentang ciri-ciri produk dan jasa serta proses
untuk menjadikan produk dan jasa tersebut dengan atribut yang tepat
(2) Pengendalian mutu : suatu proses menguji dan mengevaluasi produk
dan jasa terhadap persyaratan yang diminta pelanggan. Masalah dideteksi
kemudian dikoreksi.
(3) Perbaikan mutu : suatu proses dengan mekanisme yang berkelanjutan
sehingga mutu dapat dicapai dengan kontinyu. Proses ini mencakup
alokasi sumber daya, penugasan orang mengerjakan proyek mutu, dan secara
teratur membangun struktur untuk mencapai mutu
 Perencanaan Pengendalian mutu
mutu (selama operasi)

DIAGRAM TRILOGI JURAN Puncak

Perbaikan
15 sporadis Zona baru

Mutu
pengendalian mutu

Waktu Zona awal

tunggu pengendalian
10 mutu
(menit)

0
Pelajaran yang diperoleh waktu
Saran JURAN untuk perencanaan mutu :
(1) Identifikasi pelanggan dan persyaratannya, baik pelanggan internal
maupun pelanggan eksternal
(2) Menerjemahkan persyaratan pelanggan kedalam bahasa
perusahaan
(3) Menetapkan sasaran mutu berdasarkan persyaratan tersebut
(4) Mengembangkan dan mengoptimalkan produk dan jasa untuk
memenuhi persyaratan tersebut
(5) Mengembangkan dan mengoptimalkan proses yang menghasilkan
produk dan jasa tersebut.
10 LANGKAH JURAN MENUJU PERBAIKAN MUTU

(1) Pastikan semua pegawai menyadari persyaratan dan perbaikan

mutu. Ini menuntut kepemimpinan manajemen
(2) Tetapkan sasaran khusus untuk perbaikan mutu berkelanjutan
terhadap semua kegiatan
(3) Bentuklah organisasi untuk menjamin bahwa sasaran tersebut
telah disusun
(4) Pastikan semua pegawai diberi pelatihan untuk memahami
peran mereka dalam perbaikan mutu
(5) Pastikan bahwa masalah yang merintangi perbaikan mutu
dihilangkan dengan pembentukan tim proyek pemecahan
masalah
10 LANGKAH JURAN MENUJU PERBAIKAN MUTU
(lanjutan)

(6) Pastikan semua kemajuan perbaikan mutu dapat dimonitoring

(7) Pastikan semua kontribusi luar biasa bagi perbaikan mutu
teridentifikasi dan diakui
(8) Pastikan kemajuan dan kontribusi luar biasa dipublikasi
(9) Ukur semua proses dan tingkat perbaikan mutu
(10) Pastikan perbaikan mutu berkelanjutan dan penetapan sasaran
diintergrasikan kedalam sistem manajemen perusahaan
 Joseph M.Juran and the Cost Of Quality

2 types of costs:
Unavoidable Costs: preventing defects (inspection,
sampling, sorting, QC)
Avoidable Costs: defects and product failures
(scrapped materials, labour for re-work, complaint
processing, losses from unhappy customers

“Gold in the Mine”

 Quality Costs
Internal Failure Costs Decline

Continual Improvement
ä Scrap ä Little or no
ä Rework defective work

External Failure Costs Decline

ä Warranty cost ä No dissatisfied
ä Product liability customers

Appraisal Costs Decline

ä Inspection costs ä Very little inspection

Prevention Costs Increase

ä Process improvement ä An ounce of
ä Product simplification prevention is worth
ä Training costs a pound of cure
 Quality Cost: Traditional View

Cost per good unit of product

Total
quality
Internal costs
and external
failure
costs

Minimum
total cost
Prevention
and appraisal
costs

0 Quality level (q) 100%

Optimum
quality level
 Joseph M.Juran and the Cost Of Quality

Costs
Total Unavoidable
Costs costs

Avoidable
costs

100% defective Point of “Enough

quality”
Failure Modes Effect Analysis
(FMEA)

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Fakultas Teknologi Pertanian
Benefits

• Allows us to identify areas of our process that most impact our

customers
• Helps us identify how our process is most likely to fail
• Points to process failures that are most difficult to detect

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Fakultas Teknologi Pertanian
Application Examples
• Manufacturing: A manager is responsible for moving a manufacturing
operation to a new facility. He/she wants to be sure the move goes as
smoothly as possible and that there are no surprises.
• Design: A design engineer wants to think of all the possible ways a product
being designed could fail so that robustness can be built into the product.
• Software: A software engineer wants to think of possible problems a software
product could fail when scaled up to large databases. This is a core issue for
the Internet.

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Fakultas Teknologi Pertanian
 What Can Go
What Is A Failure Mode? Wrong?

• A Failure Mode is:

• The way in which the component, subassembly, product, input, or process
could fail to perform its intended function
• Failure modes may be the result of upstream operations or may cause
downstream operations to fail
• Things that could go wrong

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FMEA

• Why
• Methodology that facilitates process improvement
• Identifies and eliminates concerns early in the development of a process or
design
• Improve internal and external customer satisfaction
• Focuses on prevention
• FMEA may be a customer requirement (likely contractual)
• FMEA may be required by an applicable
Quality Management System Standard (possibly ISO)

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FMEA

• A structured approach to:

• Identifying the ways in which a product or process can fail
• Estimating risk associated with specific causes
• Prioritizing the actions that should be taken to reduce risk
• Evaluating design validation plan (design FMEA) or current control plan
(process FMEA)

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When to Conduct an FMEA

• Early in the process improvement investigation

• When new systems, products, and processes
are being designed
• When existing designs or processes are being
changed
• When carry-over designs are used in new
applications
• After system, product, or process functions are
defined, but before specific hardware is selected
or released to manufacturing

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Fakultas Teknologi Pertanian
 Examples
History of FMEA

• First used in the 1960’s in the Aerospace

industry during the Apollo missions
• In 1974, the Navy developed MIL-STD-1629
regarding the use of FMEA
• In the late 1970’s, the automotive industry was
driven by liability costs to use FMEA
• Later, the automotive industry saw the
advantages of using this tool to reduce risks
related to poor quality

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 A Closer Look

The FMEA Form

Identify failure modes Identify causes of the Prioritize Determine and

and their effects failure modes assess actions
and controls
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Fakultas Teknologi Pertanian
 Specialized
Types of FMEAs Uses

• Design
• Analyzes product design before release to
production, with a focus on product function
• Analyzes systems and subsystems in early
concept and design stages
• Process
• Used to analyze manufacturing and assembly
processes after they are implemented

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 Team Input
FMEA: A Team Tool Required

• A team approach is necessary.

• Team should be led by the Process Owner who is the responsible
manufacturing engineer or technical person, or other similar
individual familiar with FMEA.
• The following should be considered for team members:
– Design Engineers – Operators
– Process Engineers – Reliability
– Materials Suppliers – Suppliers
– Customers

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 Process Steps
FMEA Procedure
1. For each process input (start with high value inputs), determine the ways in
which the input can go wrong (failure mode)
2. For each failure mode, determine effects
• Select a severity level for each effect
3. Identify potential causes of each failure mode
• Select an occurrence level for each cause
4. List current controls for each cause
• Select a detection level for each cause

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 Process Steps
FMEA Procedure (Cont.)
5. Calculate the Risk Priority Number (RPN)
6. Develop recommended actions, assign responsible persons, and take actions
• Give priority to high RPNs
• MUST look at severities rated a 10
7. Assign the predicted severity, occurrence, and detection levels and compare
RPNs

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 Information
FMEA Inputs and Outputs Flow

Inputs Outputs
C&E Matrix List of actions to
Process Map prevent causes or
Process History detect failure
Procedures FMEA modes
Knowledge
Experience History of actions
taken

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 Analyzing
Severity, Occurrence, Failure &
Effects
and Detection
• Severity
• Importance of the effect on customer requirements
• Occurrence
• Frequency with which a given cause occurs and
creates failure modes (obtain from past data if possible)
• Detection
• The ability of the current control scheme to detect
(then prevent) a given cause (may be difficult to estimate early in process
operations).

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 Assigning
Rating
Rating Scales Weights

• There are a wide variety of scoring “anchors”, both quantitative or

qualitative
• Two types of scales are 1-5 or 1-10
• The 1-5 scale makes it easier for the teams to decide on scores
• The 1-10 scale may allow for better precision in estimates and a
wide variation in scores (most common)

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 Assigning
Rating
Rating Scales Weights

• Severity
• 1 = Not Severe, 10 = Very Severe
• Occurrence
• 1 = Not Likely, 10 = Very Likely
• Detection
• 1 = Easy to Detect, 10 = Not easy to Detect

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 Calculating a
Composite
Risk Priority Number (RPN) Score

RPN is the product of the severity, occurrence,

and detection scores.

Severity X Occurrence X Detection = RPN

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Fakultas Teknologi Pertanian
 Key Points
Summary
• An FMEA:
• Identifies the ways in which a product or process can fail
• Estimates the risk associated with specific causes
• Prioritizes the actions that should be taken to reduce risk
• FMEA is a team tool
• There are two different types of FMEAs:
• Design
• Process
• Inputs to the FMEA include several other Process tools such as C&E Matrix
and Process Map.

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Fakultas Teknologi Pertanian
Terima Kasih

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