TOPIK 4 MODEL MANAJEMEN MUTU

Departemen Teknik Industri - ITB

TI-3221 PENGENDALIAN KUALITAS STATISTIK

TOPIK 4

MODEL MANAJEMEN MUTU

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QUALITY MANAGEMENT FRAMEWORK Sistem Evaluasi Diri Analisa Pengukuran Kinerja

Sasaran dan Visi Organisasi

Benchmarking

Misi

Faktor Kritis untuk Sukses

ISO 9000

Proses kritis

Proses Analisa

Analisis Gap Evaluasi Diri

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Visualisasi Proses Ideal

Business Process Re-engineering

Y Identifikasi Kesempatan untuk Perbaikan

Apakah dibutuhkan terobosan

Proses Pengukuran

N

Tool of TQM

Investasi SDM

Umpan Balik

Perbaikan Incremental Kebutuhan Pengembangan SDM

Pendidikan, Pelatihan & Pengembangan

2

1



MODEL MANAJEMEN KUALITAS ISO 9000 Deming Prize Model Malcolm Baldrige Award EFQM

3

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ISO 9000 A

C

D

P

Quality Management (System) Structure MANAGEMENT RESPONSIBILITY

RESOURCE MANAGEMENT

PROCESS MANAGEMENT Suppliers

Inputs

PROCESSES

Outputs

Customers

Actions of measurement, evaluation, and improvement

P LD/SEM II-04/05

D

C

A 4

2



ISO 9000 Management responsibility Commitment Customer oriented Quality policy Planning Responsibility, authority & communication Management review

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5


ISO 9000

Resource management Availability Human resource Infrastructure Work environment

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3



ISO 9000

Product realization Planning Customer process Design & development Purchasing Production & services Control, monitoring & measurement tools

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ISO 9000

Measurement, evaluation & improvement Monitoring & measurement Control of non-conformance Data analysis Improvement

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Deming Prize & Japan Quality Award Japan Union of Scientist & Engineer (JUSE) memberikan Deming Prize Award (sejak 1951) untuk individual dan organisasi yang memiliki kontribusi pada pengembangan kualitas. Japan Productivity Center for SocioEconomic Development (JPC-SED) mengambil inisiatif untuk Japan Quality Aaward sejak 1995.

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Deming Prize Award

ORGANIZATION & ADMINISTRATION CORPORATE POLICY

IMPLEMENTATION

RESULTS

EDUCATION & EXTENSION

FUTURE PLANS

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5



The Japan Quality Award Framework 2 2Understanding Interaction withwith Customers & Markets Understanding&and Interaction Customers & Markets

Business Overview

1 Management Vision & Leadership

3 Strategic Planning & Deployment

7 Results of Enterprise Activities

4 Human Resource Management & Learning Environment

8 Customer Satisfaction

5 Process Management

6 Sharing and Utilization of Information COPYRIGHT: JPC-SED (2001), www.jpc-sed.or.jp/eng/ 11

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The Malcolm Baldrige National Quality Award MBNQA is an annual U.S. national quality award created by public law in 1987.

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6



MBNQA Framework Organizational Profile: Environment, Relationships, and Challenges

11 Leadership Leadership

22 Strategic Strategic Planning Planning

Human 55 Human Resource Resource Focus Focus

Customer 33 Customer and Market and Market Focus Focus

66 Process Process Management Management

77 Business Business Results Results

Information and and Analysis Analysis 44 Information COPYRIGHT: NIST (2001), www.quality.nist.gov 13

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The European Quality Award

In 1991 the European Quality Award was established and administered by the European Foundation for Quality Management (EFQM) to recognize companies with the highest level of commitment to quality in Europe The EFQM Model for Business Excellence is used by European organizations to assess the concepts of TQM

LD/SEM II-04/05

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7



The EFQM Excellence Model INNOVATION AND LEARNING

POLICY &

POLICY & STRATEGY STRATEGY (8%)

PARTNERSHIPS & PARTNERSHIPS RESOURCES AND

PROCESSES

LEADERSHIP

LEADERSHIP (10%)

PEOPLE RESULTS RESULTS (9%)

PROCESSES (14%)

CUSTOMER

CUSTOMER RESULTS RESULTS (20%)

ENABLERS

KEY PERFORMANCE RESULTS

(15%)

SOCIETY

RESULTS SOCIETY RESULTS (6%)

RESOURCES (9%)

KEY PERFORMANCE RESULTS

PEOPLE

PEOPLE PEOPLE(9%)

RESULTS

COPYRIGHT: EFQM (2001), www.efqm.org 15

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PRODUCTION (Process & Inspection)

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CUSTOMER SPECIFICATION

BUSINESS RESULTS

Product oriented

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8




‘STRATEGY’ (Operational)

PROCESS CONTROL (Monitoring & Adjustment)


RESOURCE MANAGEMENT

BUSINESS RESULTS

Process oriented

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LEADERSHIP

PEOPLE MANAGEMENT ‘STRATEGY’ (Operational) RESOURCE MANAGEMENT

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‘REWARD SYSTEM’ PROCESS MANAGEMENT


BUSINESS RESULTS

System oriented

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LEADERSHIP

PEOPLE MANAGEMENT ‘STRATEGY’ (Operational)



RESOURCE MANAGEMENT

BUSINESS RESULTS

Chain oriented

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LEADERSHIP

PEOPLE MANAGEMENT ‘STRATEGY’ (Operational) RESOURCE MANAGEMENT Enabler

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CUSTOMER SPECIFICATION IMPACTS ON SOCIETY

BUSINESS RESULTS

Total Quality Management oriented

Results

20

10



The European Quality Award Assessment Contoh: Indonesian manufacturing firms P rocess management 5

Leadership

4

R eseource management

3 2

Policy and strategy

1

People management

0

People satisfaction

Case 1 MEC Case 2 HEC Case 3 AAC

Business result

Customer satisfaction

Impact on society

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Research on factors of quality management model

Reference: Porter L., & Tanner, S., 1996, Assessing Business Excellence, Butterworth – Heinemann, Singapore.

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Reference: Porter L., & Tanner, S., 1996, Assessing Business Excellence, Butterworth – Heinemann, Singapore. 23

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Reference: K. C. Tan and C. S. Lim (1999) “A detailed trends analysis of national quality awards worldwide” Total Quality Management, Vol. 11 Issue 8, pp. 1065 – 1080

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STRUKTUR SISTEM KUALITAS & ANTARMUKA (INTERFACE) COST

TIMELINESS

PERFORMANCE

PRODUCT INTERFACE

CUSTOMERS

SERVICE INTERFACE

TECHNOLOGY INTERFACE

ORGANIZATION

PRODUCTS

INDIVIDUAL

SOCIETY

PROCESSES

AUTOMATION 25

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QUALITY PLANNING ROADMAP Establish quality goals

Lakukan pengukuran untuk

Daftar quality goals Identifikasi konsumen Daftar konsumen Identifikasi kebutuhan konsumen Daftar kebutuhan konsumen Kembangkan karakteristik produk Kembangkan karakteristik proses Buat kendali proses, transfer ke operasi

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Desain produk

Desain proses

Proses siap untuk produk

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QUALITY FUNCTION DEPLOYMENT 1. HOQ

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QUALITY FUNCTION DEPLOYMENT 2. Part Deployment

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QUALITY FUNCTION DEPLOYMENT 3. Process Deployment

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QUALITY FUNCTION DEPLOYMENT 4. Production Planning

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PLAN


LANGKAH2 PENGENDALIAN KUALITAS Problem Solving Cycle: PDCA Cycle

A

P

C

D

DO

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A

P

C

D

Continuous Improvement

CHECK

ACTION 31

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TOPIK 4 MODEL MANAJEMEN MUTU

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