time_ tqc_ tqm_ quality assu

8/6/2019 Time_ TQC_ TQM_ Quality Assu

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- -Quality Assurance

DR. MOHAMMAD ABDUL MUKHYI, SE., MM

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What is Quality? Mutu dari suatu jasa atau produk adalah suatupersepsi pelanggan menyangkut tingkat derajatpro u atau asa yang ertemu enganekspektasinya.

Mutu adalah kemampuan suatu produk atau jasa

pelanggan.

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Quality

Continuous Improvement in quality

Never-ending improvement ( kaizen in Japan) Quality must built into a product

Quality; customer satisfactioncustomer amazement

Dr. Deming(1900-1993) in Japan, 1954

,

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Key Contributors to Quality

Contributor

Known for

Juran

variation

Quality is fitness for use; quality trilogy Feignbaum Quality is a total field

Ishikawa Cause-and effect diagrams; qualitycircles

Taguchi Taguchi loss function

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Shingo

Quality


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Dimensions of Quality Performance - main characteristics of the product/service

Aesthetics - appearance, feel, smell, taste

Special Features - extra characteristics Conformance - how well product/service conforms to

cus omer s expec a ons

Reliability - consistency of performance Durability - useful life of the product/service

Perceived Quality - indirect evaluation of quality (e.g.

reputat on Serviceability - service after sale

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Examples of Quality DimensionsDimension (Product) (Service)

1. Performance Everything works, fit &finish

All work done, at agreedprice

2. Aesthetics

Ride, handling, grade ofmaterials usedInterior design, soft touch

Friendliness, courtesy,Competency, quickness Clean work/waiting area

3. Special features

Gauge/control placementCellular phone, CD

Location, call when readComputer diagnostics


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Examples of Qualit Dimensions (Contd)Dimension (Product) (Service)

5. Reliability Infrequency of breakdowns Work done correctly,read when romised

6. Durability Useful life in miles, resistance

to rust & corrosion

Work holds up overtime

7. Perceived

qualityTop-rated car Award-winning service

department

8. Serviceability Handling of complaints and/orrequests for information

Handling of complaint


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Service Quality

Convenience Reliabilit Responsiveness

me Assurance

Courtesy Tan ibles


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Examples of Service Quality

Dimension Examples.

2. Reliability Was the problem fixed?

3. Responsiveness Were customer service personnel willing andable to answer questions?

4. Time How long did the customer wait?

5. Assurance Did the customer service personnel seemknowledgeable about the repair?

6. Courtesy Were customer service personnel and thecashier friendly and courteous?


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Challenges with Service Quality

Customer expectations often change

Different customers have different expectations

Customer participation can affect perception of qu y Fail-safing must be designed into the system


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Determinants of Quality

use

es gn

Conforms

erv ceto design


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u y o es g

Intension of designers to include or excludee u es p u se v e

Quality of conformance The degree to which goods or services conformto the intent of the designers


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Loss of business a y

Productivity Costs


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Responsibility for Quality Top management Design

Procurement Production/o erations Quality assurance Marketing and sales


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Evolution of Quality Management

1924 - Statistical process control charts 1930 - Tables for acce tance sam lin

1940s - Statistical sampling techniques 1950s - ualit assurance/T C 1960s - Zero defects - 1980s TQM

,

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Sumber Kualitas

Dimensions of Quality Determinants of Quality Costs of Quality

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Terbaik di kelasnya dan kelas dunia

Harapan pelanggan adalah mutu tidak sama untuk kelas jasa atau produk yang berbeda.

Terbaik dalam mutu kelas berarti produk yangterbaik atau dalam kelas produk atau jasa tertentu Menjadi perusahaan kelas dunia berarti bahwa

masing-masing tentang produk dan jasanyapelanggan

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Beberapa Dimensi Kelas Produk Pencapaian berkaitan dengan penggunaan pelanggan Corak karakteristik khusus

,

pemakaian Kemam uan mela ani kece atan/bia a/ken amanan

pemeliharaan

Ketahanan jumlah waktu yang digunakan sebelumpem e u an pe er aan Penampilan mempengaruhi pekerjaan

sebelum/selama/setelah penjualan Keselamatan perlindungan pemakai

sebelum,/selama/setelah penggunaan

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Determinan Kualitaso Disain mutu baramg atau jasa, yang dirancang

pelanggan berdasarkan pada harapan dan keinginan

mampu memproduksi produk yang dirancang untuk pelanggan Mutu conformance proses tidak mampu produk

lebih rendah jika dioperasikan dengan baik

tidak berarti sukses; harus mempunyai mutu melayani juga

Kultur organisasi berkwalitas produk dan jasamemerlukan organization- memusatkan atas kualitas

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Biaya Kualitas Sisa dan pengolahan kembali - rescheduling,

memperbaiki, menguji kembali Produk cacat di tangan pelanggan - daya ingat,

jaminan keabsahan, perkara pengadilan, bisnisyang ang,

Pendeteksian cacat - pemeriksaan,,. Pencegahan cacat - pelatihan, tabel capaian,

,penyalur,.

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Manajemen Kualitas Tradisional Sistem pemeriksaan ketat

dibuang

Keputusan utama adalah berapa banyak pro u yang per sa

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Gambaran Tradisional

Bera a Ban ak Di eriksaAnnual Cost ($)

OptimalLevel of

Ins ectionTotal QualityControl Costs

,Rework, and

Detecting Defects

Products toCustomers

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Manajemen Kualitas Modern Quality Gurus ualit Drives the Productivit Machine

Other Aspects of the Quality Picture

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Quality Gurus W. Edwards Deming

Assisted Japan in improving productivity and

quality after World War II In 1951 Japan established Deming Prize US was slow in recognizing his contributions

Introduced Ja anese com anies to the Plan-Do-Check-Act (PDCA) cycle (developed byShewart)

Developed 14 Points for managers


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PDCA Cycle

1. PLAN1. PLAN

Identify imIdentify im--4. ACT4. ACT

PermanentlyPermanently

develop plandevelop planimprovementsimprovements

..

Try plan onTry plan ona test basisa test basis

..

Evaluate planEvaluate planto see if itto see if it

worksworks


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Demings 14 Points for Managers1. Create constancy of purpose toward product

quality to achieve organizational goals. e use o a ow common y accep e eve s o

poor quality.

4. Use fewer suppliers, selected based on qualityand dependability instead of price

5. Instill programs for continuous improvement of costs, quality, service, and productivity


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Demings 14 Points for Managers6. Train all employees on quality concepts7. Focus su ervision on hel in eo le do

a better job

encourage two-way communicationsbet een orkers nd m n ement

9. Eliminate barriers between departments-

10. Eliminate the use of numerical goalsan s ogans o ma e wor ers wor

harder


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Demings 14 Points for Managers11. Use statistical methods for continuous

improvement of quality and productivityinstead of numer. quotas

12. Remove barriers to pride of workmanship13. Encourage education and self-

14. Clearly define managements permanent


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Quality Gurus

Philip B. Crosby Wrote Quality Is Free in 1979 Company should have the goal of zero

defects

Cost of poor quality is greatlyun erest mate Traditional trade-off between costs of

mprov ng qua y an cos s o poor qua yis erroneous


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Quality Gurus

Armand V. Feigenbaum Developed concept of total quality control

(TQC) Responsibility for quality must rest with the

persons who do the work (quality at the

Kaoru Ishikawa

Wrote Guide to Quality Control in 1972 Credited with the concept of quality circles Suggested the use of fishbone diagrams


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Quality Gurus Joseph M. Juran

Like Deming, discovered late by US companies

Played early role in teaching Japan about quality Wrote Quality Control Handbook

Genichi Taguchi

Contends that constant adjustment of processesto achieve product quality is not effective Instead, products should be designed to be

variation

Q li D i h P d i i


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Quality Drives the Productivity

If production does it right the first timean pro uces pro ucts an serv ces t atare defect-free, waste is eliminated andcosts are re uce .

Estimated that 20-25% of COGS in theUS is spent on finding and correctingerrors

Quality management programs today areviewed b man com anies asproductivity improvement programs.

O h A f h Q li


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Other Aspects of the Quality

Just-in-time (JIT) and lean manufacturing

Product standardization Automated e ui ment Preventive maintenance


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JIT Manufacturing A system of enforced problem solving

In-process inventories are drasticallyre uce

Any interruption causes production tostop Quality problems are immediately

addressed The necessar teamwork contributes to

increased pride in quality


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Quality Management Recognition

Malcolm Baldrige National Qualitywar

Deming Prize ISO 9000 Standards

M l l B ld ig N ti l


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Malcolm Baldrige National

Awards given annually to US firms

Nearly all states have quality awardprograms styled after the Baldrige Award Criteria include

Leadership Strategic planning Customer and market focus Human resource focus Process management Bus ness resu ts


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The Deming Prize Awarded by the Union of Japanese

Scientists and Engineers Recognizes companies that have

demonstrated successful qualityimprovement programs

All (not just Japanese) firms are eligible Four top-management activities recognized

Senior management activities

Customer satisfaction activity Employee involvement activities ra n ng act v ty


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ISO 9000 Standards Quality management guidelines developed

by the International Organization for

Standardization Com anies become certified b a l in tothird-party providers who assess the level of

conformit to the standards More than 300,000 companies worldwide

- The US big three automakers have adopted

s m se o s s c e -


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ISO 9000 Standards Standards based on 8 quality management

rinci les

Customer focused organization Leadershi Involvement of people

Process approach System approach to management Continual improvement

Factual approach to decision making Mutually beneficial supplier relationship


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Total Quality Management (TQM)

rograms Motorola - Six Si ma

Xerox - Leadership through Quality- n

Quality, Pretty Darn Quick

Hew ett-Pac ar - Total Quality Control


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Elements of TQM Top management comm tment an

involvement us omer nvo vemen Design products for quality es gn pro uct on processes or qua ty Control production processes for quality Developing supplier partnerships Customer service, distribution, and

installation Building teams of empowered employees Benchmarking and continuous improvement

Top Management


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Top Management

Support must be genuine or TQM will be

seen as ust anot er pass ng a Fundamental changes must occur in the

culture of the organization

Such fundamental chan es are not easbut are impossible without topmana ements commitment andinvolvement


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Customer Involvement Mechanisms to involve the customer

Focus groups Market surveys Customer questionnaires Market research programs

Quality Function Deployment (QFD) Formal system for identifying customer

wants

Eliminate wasteful product features andactivities that do not contribute


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Designing Products for Quality Designing for Robustness

undesirable conditions occur in production orinfield. Designing for Manufacturability (DFM)

Products typically have fewer parts and can beassembled quickly, easily, and error-free.

Designing for Reliability

Manufacturing parts to closer tolerances. Usingredundant components where necessary.


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Designing for Reliability Each part of a product is designed for a given

level of component reliability Component reliability is defined as the

probability that a part will not fail in a givenme per o or num er o r a s un er or nary

conditions of use

are: Failure Rates (FR and FR n) Mean Time Between Failures (MTBF)


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Designing for Reliability

Reliability= -

Failure Rates FR =

Number tested

n

FR =Unit-hours of operation

Mean Time Between Failures

n

n - ours o opera onMTBF = =

Number of failures FR

f l b l


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Designing for Reliability The combined reliability of all the components in a

product forms the basis for system reliability (SR) en n n epen ent cr t ca components are com ne

into a product, the SR is determined by:

SR = CR 1 x CR 2 x CR 3 x x CR n

Consider a product with 50 identical critical components: If each com onents CR = 99.5%, then SR = 77.8%

If each components CR = 98.0%, then SR = 36.4% If each components CR = 90.0%, then SR = 0.5%

E l Alli d S i h


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Example: Allied Switch Reliability

having three critical components that.

reliability of .96, .90, and .98.s e sys em e y o e

machine?

SR = (CR 1) (CR 1) (CR 1)= . . .

= .847


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E l Alli d S it h


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Example: Allied Switch Reliability

First, compute the CR for the redundant parts.

CR = Probability of primary componentworking + [(Probability of backup componentworking) x (Probability of needing backupcomponent)]

= .90 + [(.90) x (.10)] = .90 + .09 = .99

o com te the s stem reli bilit SR = (.96) (.99) (.98) = .931

Designing and Controlling


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g g g

The responsibility of producing products

o g qua ty rests w t t e wor ersproducing the product

Two types of factors introduce variation

in production processes Controllable factors - can be reduced byworkers and management

Uncontrollable factors - reduced only byredesigning or replacing existing processes

Process C p bilit


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Process Capability

Process capability is a production processa ty to pro uce pro ucts w t n t e es reexpectations of customers.

The process capability index (PCI) is a way of

measuring that ability.


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Process Capability Index (PCI)


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Process Capability Index (PCI)LLLL ULUL

PCI = 0.8PCI = 0.8ProcessProcessis notis not

capa ecapa e

PCI = 1.0PCI = 1.0ProcessProcess

isisca ableca able

PCI = 1.2PCI = 1.2ProcessProcessis quiteis quite

Example: Process Capability


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Example: Process CapabilityIn or er or a certa n mo e part to

be considered acceptable, the molding

limited range of temperature. The lowero o.Three molding machines being

, ,deviations of A = 2.50, B = 1.25, and = 1.75.

Which of these machines are capableof roducin the art in accordance withthe temperature requirements?

Example: Process Capability


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Example: Process CapabilityPCIA = (465 - 455) / (6(2.50)) = 10/15 = 0.67PCIB = (465 - 455) / (6(1.25)) = 10/7.5 = 1.33PCI

C= (465 - 455) / (6(1.75)) = 10/10.5 = 0.95

,with a PCI well below 1.00. Machine B

above 1.00. Machine C falls slightly.

Developing Supplier Partnerships


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Developing Supplier Partnerships

Supplier becomes part of the customersprogram

The relationship between the supplier andthe customer becomes long-lasting and

durable

Customer Service, Distribution,


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Packaging, shipping, and installationmust e nc u e n .

Warehousing, marketing, and thedistribution function must be committed

to perfect quality. Contact between the customers and thefirms roduct must be lanned and

managed to provide satisfied customers.

Building Teams of Empowered


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Employee training programs Employees at all levels are trained in quality.

Works teams and empowerment Workers are given the authority to act.

lit t the so rce Workers are responsible for their own work.

Small groups of employees who analyze and

improvement programs.

Benchmarking and Continuous


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Benchmarking The practice of establishing internal

standards of performance by looking to howwor -c ass compan es run e r us nesses

Continuous Improvement The company makes small incremental

improvements toward excellence on acon nua as s

Quality Management in Services


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Quality Management in Services

Since many services are intangible, it iscu t to eterm ne t e r qua ty

Customers set their own standards forservices

Perceived ualit of service affected b thesurroundings

determines in large part the quality of the

Just-in-TimeSuccess Factors


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Success Factors

SuppliersSuppliers

LayoutLayoutEmpowermentEmpowerment

InventoryInventoryQualityQualityJIT

PreventivePreventiveMaintenanceMaintenance SchedulingScheduling

Operations Management, 6E (Heizer &Render) 2001 by Prentice Hall, Inc., Upper

Saddle River, N.J. 07458S12-62

ISO 9000


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ISO 9000 Series of standards agreed upon by the

International Organization for Standardization

Ado ted in 1987

More than 100 countries

A prerequisite for global competition?

rec s you o ocumen w a youdo and then do as you documented."

ISO 9000 Series


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ISO 9000 Series 9001

Model for ualit Assurance in Desi n Production Installation, and Servicing.

Model for Quality Assurance in Production

and Installation 9003

Inspection Test


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Quality Management and Quality AssuranceStandards: Guidelines for Selection and Use

9004

Quality Management and Quality Systememen s-- u e nes

Three Forms of ISO


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First party : A firm audits itself against ISOstan ar s.

Second party : A customer audits its

supplier.

Third art : A " ualified" national or

international standards or certifyinga enc serves as auditor.


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Level of re istration has one u

significantly even though some companiesw r l w h n r Some saw it as a plot to bar US entry into

Certification is often easy, especially if

company as qua ty system n p ace Lack of certification could im act world-

wide competitiveness for the company


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They just provide criteria for measuringqua y sys ems

They do not require prescribed method ofprocess control

Provides opportunities and frustrations

pp es o a n us r es


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Improves operational efficiency Improves profitability

Improves export sales

Improves on-time deliveries-


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versus e a r ge war

Which should we pursue first?

What are the differences between the two?

o you ave to e cert e e oregoing for the Baldrige Award?


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v u w

ISO provides building blocks for Baldrige

ISO more limited in scope

Just a basic standard of minimal requirements

Worth perhaps about 400 Baldrige points

Designed to be inclusive not exclusive


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- THROUGH TQP MODEL

TOTAL QUALITY PRACTICES (TQP) MODEL

TQM

TPM

ISO

PPC

5S

COMPARISON BETWEEN TQM


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MANAGEMENT PRINCIPLESISO 9001:2000 TQM

Leadership1. Leadership

2. Customer FocusOrganization

Total Customer Satisfaction

Total Involvement3. Employee

Involvement Cooperation & Teamw ork

4. Process Approach Ownership5. System Approach Error Prevention6. Continual Im rovement Continuous Im rovement7. Fact B ased Decision

Making8. Supplier-Relationship Total Involvement

Training & EducationReward & recognition

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