1. Total Quality Management, Methodological perspective and 5S
By Didi Dharwan

2. Total Quality Management
(Manajemen Kualitas Total)
is a management strategy aimed at instilling awareness of quality in all processes within the
organization. In accordance with the definition of ISO, TQM is "a management approach
for an organization centered on quality, based on the participation of all its members and
aiming for long-term success through customer satisfaction and provide benefits to all
members of the organization”
(adalah strategi manajemen yang ditujukan untuk menanamkan kesadaran kualitas pada semua proses
dalam organisasi. Sesuai dengan definisi dari ISO, TQM adalah "suatu pendekatan manajemen untuk
suatu organisasi yang terpusat pada kualitas, berdasarkan partisipasi semua anggotanya dan bertujuan
untuk kesuksesan jangka panjang melalui kepuasan pelanggan serta memberi keuntungan untuk semua
anggota dalam organisasi “)
Basic philosophy of TQM is "the effect of customer satisfaction, an organization can
experience success.“
(Filosofi dasar dari TQM adalah "sebagai efek dari kepuasan konsumen, sebuah organisasi dapat
mengalami kesuksesan.“)
Vehicles used in TQM:
(Kendaraan yang digunakan dalam TQM:)
•Management Daily (Manajemen Harian)
•Management Policies (Manajemen Kebijakan)
•Manajemen Cross-functional
•Gugus Kendali Mutu (Quality Control)

3. Methodological Perspective
(Perspektif Metodologi)
QCPETS Purpose
Quality Quality assurance (QA) refers to the engineering activities implemented in a quality system so that
requirements for a product or service will be fulfilled.
(1) It is the systematic measurement, comparison with a standard, monitoring of processes and
an associated feedback loop that confers error prevention.
(2) This can be contrasted with quality control, which is focused on process outputs.
Two principles included in QA are: "Fit for purpose", the product should be suitable for the
intended purpose; and "Right first time", mistakes should be eliminated. QA includes management
of the quality of raw materials, assemblies, products and components, services related to
production, and management, production and inspection processes.
Suitable quality is determined by product users, clients or customers, not by society in general. It is
not related to cost and adjectives or descriptors such "high" and "poor" are not applicable. For
example, a low priced product may be viewed as having high quality because it is disposable where
another may be viewed as having poor quality because it is not disposable.
Cost Of Production The costs related to making or acquiring goods and services that directly generates revenue for a
firm. It comprises of direct costs and indirect costs. Direct costs are those that are traceable to the
creation of a product and include costs for materials and labor whereas indirect costs refer to those
costs that cannot be traced to the product such as overhead.
Productivity is the ratio of output to inputs in production; it is a measure of the efficiency of
production
Effectiveness is the capability of producing a desired result. When something is deemed effective,
it means it has an intended or expected outcome.
Timeliness is the target to be able to achieve the proper calculation of time for delivery, ordering
products, and product completion
Safety

4. DMAIC Purpose
Define Define phase is to determine the problem, define customer requirements, and team building. [Citation
needed] This phase is not much use statistical tools (tools) statistic that is often used in this phase is a
causal diagram (Cause and Effect Chart ) and Pareto diagram (Pareto Charts). Both tools (tool) the
statistics used to identify problems and prioritize issues.
(adalah fase menentukan masalah, menetapkan persyaratan-persyaratan pelanggan, dan membangun tim.
fase ini tidak banyak menggunakan statistik, alat-alat (tools) statistik yang sering dipakai pada fase ini
adalah diagram sebab-akibat (Cause and Effect Chart) dan Diagram Pareto (Pareto Chart). Kedua alat
(tool)statistik tersebut digunakan untuk melakukan identifikasi masalah dan menentukan prioritas
permasalahan.) Source
Measure is to measure the current performance level, before measuring the levels of performance typically first
perform an analysis of the measurement system used.
(adalah fase mengukur tingkat kinerja saat ini, sebelum mengukur tingkat kinerja biasanya terlebih dahulu
melakukan analisis terhadap sistem pengukuran yang digunakan.)
Analyze Phase analysis (analyze) a search phase and determine the root or cause of the problem.The problems that
arise are sometimes so complex that it is confusing between what will and will not finish.
(Fase analisis (analyze) merupakan fase mencari dan menentukan akar atau penyebab dari suatu masalah.
Masalah-masalah yang timbul kadang-kadang sangat kompleks sehingga membingungkan antara mana
yang akan dan tidak kita selesaikan.)
Improve adalah fase meningkatkan proses(x) dan menghilangkan sebab-sebab cacat. Pada fase pengukuran
(measure) telah dinetapkan variabel faktor (x) dan untuk masing-masing variabel respons(y). Sedangkan
pada fase pengembangan i(improve) banyak melibatkan uji perancangan percobaan (Design of Experiment)
atau disingkat DoE. DoE merupakan suatu pengujian dengan mengubah variabel faktor sehingga penyebab
perubahan pada variabel respon diketahui.
Control Pengendalian (Control) adalah fase mengendalikan kinerja proses (x) dan menjamin cacat tidak muncul
kembali. Alat (tool) yang umum digunakan adalah diagram kontrol (Control chart).Fungsi umum diagram
kontrol adalah, sebagai berikut :
• Membantu mengurangi variabilitas.
• Memonitor kinerja setiap saat.
• Memungkinkan proses koreksi untuk mencegah penolakan.

5. Cause & Effect (5M)
Man/Persona
l (orang)
Measurement
(Pengukuran)
Machine
(Mesin)
Environment
(Lingkungan)
Material
(Bahan)
Method
(Metode)
Problem/
Defect
(Masalah/kerus
akan)
Cause
(Penyebab)
Effect
(Pengaruh)
wrong install part
from assembly
overtime is not
appropriate
Condition material is bad
Lack of Training
(Pelatihan)
Angle of vision Blade Wear
SpeedBrake
Late material from supplier
Operators aren’t
discipline
Instrument Un-calibrate
Instrument isn't accurate
Estimation time product not
accurate
Humidity
Temperature room
above 25 C

6. Pareto Diagram

7. The 5S
Sort
Eliminate all unnecessary tools, parts. Go through all tools, materials,
and so forth in the plant and work area. Keep only essential items and
eliminate what is not required, prioritizing things per requirements
and keeping them in easily-accessible places. Everything else is stored
or discarded.
Set
Arrange the work, workers, equipment, parts, and instructions in such a way
that the work flows free of waste through the value added tasks with a division
of labour necessary to meet demand. This is by far the most misunderstood
and incorrectly applied S and has been responsible for many lean
transformations failing to produce the benefits expected. When applied
correctly with flow established this step eliminates the majority of the non-
value-added time and allows the rest of the zero defect philosophy to be
enabled. Put simply until you have an orderly flow you cannot have an orderly
flow of problems to solve and the notion of zero defects is impossible.
Shine Clean the workspace and all equipment, and keep it clean,
tidy and organized. At the end of each shift, clean the work
area and be sure everything is restored to its place. This step
ensures that the workstation is ready for the next user and
that order is sustained.
Standardize Ensure uniform procedures and setups throughout the
operation to promote interchangeability.
Sustain Ensure disciplined adherence to rules and procedures to
prevent backsliding.