slide kuliah TI Undip

1. Perkembangan Terakhir
Manajemen Kualitas

2. Standar Kompetensi
• Pada akhir semester ini, mahasiswa jurusan
Teknik Industri semester V, akan dapat
mengembangkan konsep Pengendalian dan
Penjaminan Mutu

3. Kompetensi Dasar
• Jika diberikan materi Pengertian Dasar
Mutu, mahasiswa jurusan Teknik Industri
semester V akan dapat menjelaskan dasar-
dasar Pengendalian dan Penjaminan Mutu
dan Perkembangan Konsep Manajemen Mutu
Terakhir minimal 80% benar

4. Sub Pokok Bahasan
• Perkembangan Terakhir Mutu

5. Total Quality Management
(TQM)
• Is the art of managing the whole to achieve
excellence
– TOTAL; made up of whole
– QUALITY; degree of excellence a product or
service provides
– MANAGEMENT; act, art, or manner of
handling, controlling, directing, etc
• TQM  continuously improving organization

6. TQM requires six basic concepts…
1. A committed and involved management to provide
long-term top-to-bottom organizational support
2. An unwavering focus on customer, both internally and
externally
3. Effective involvement and utilization of the entire
work force
4. Continuous improvement of the business and
production process
5. Treating suppliers as partners
6. Establish performance measures for the processes

7. The Purpose of TQM…
• Is to provide a quality product to
customers, which will, in turn, increase
productivity and lower cost

8. “TQM requires a cultural change”

9. Quality Element Previous State TQM
Definition Product-oriented Customer-oriented
Priorities Second to service and cost First among equals of service
and cost
Decisions Short-Term Long-Term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality Control Everyone
Problem Solving by Managers Teams
Procurement Price Life-cycle costs, partnership
Manager’s Role Plan, assign, control and Delegate, coach, facilitate and
enforce mentor

10. “An organization will not begin the
transformation to TQM until it is aware that
the quality of the product or service must be
improved. Awareness comes about when an
organization loses market shares or realizes
that quality and productivity go hand-in-hand.
It is also occurs if TQM is mandated by the
customer or if management realizes that TQM
is a better way to run a business and compete
in domestic and world markets”

11. “Automation and other productivity
enhancements might not help a corporation if
it is unable to market its product or service
because the quality is poor”

12. “Quality and productivity are not mutually
exclusive. Improvements in quality can lead
directly to increased productivity and other
benefits”

13. “Quality improvement is not limited to the
conformance of the product to specifications;
it also involves the inherent quality in the
design of the system”
“The prevention of product and process
problems is a more desirable objective than
taking corrective action after the product is
manufactured or a service rendered”

14. Tabel 2. Gain in Productivity with Improved Quality
Item Before Improvement 10% After Improvement 5%
Nonconforming Nonconforming
Relative total cost for 20 1.00 1.00
units
Conforming Units 18 19
Relative costs for non- 0.10 0.05
conforming units
Productivity Increase (100)(1/18)=5.6%
Capability Increase (100)(1/18)=5.6%
Profit Increase (100)(1/18)=5.6%
Adapted from W. Edwards Deming, Quality, Productivity and Competitive Position
(Cambridge, Mass.: Massachusetts Institute of Technology, Center for Advanced
Engineering Studies, 1982)

15. The Core Concept of TQM
• Leadership
• Customer Satisfaction
• Employee Involvement
• Continuous Process Improvement
• Supplier Partnership (Supply Chain
Integration)
• Performance Measures

16. Quality…
• An excellent product or service that fulfills or
exceeds customer’s expectation
• Usually these expectation are based on the
intended use and the selling price
• Quality is somewhat of an intangible based on
perception

17. • Quality can be quantified as follows:
Q=P/E
Where:
– Q = quality
– P = real performance of the product/service on certain
characteristics (perception with the organization
determining performance)
– E = expectations customer of its performance on that
characteristics
(perception with the customer determining
expectation)

18. • Q is greater than 1.0, then the customer has a
good feeling about the product or service

19. • According to ANSI/ASQC standard A3-
1987, quality is the totality of features and
characteristics of a product or service that bear
on its ability to satisfy implied or stated needs
• Stated needs are determined by the contract and
are called constraints
• Implied needs are a function of the market; and
must be identified and defined; and are called
parameters (these needs involve
safety, availability, maintainability, reliability, usab
ility, price and environment)

20. • Price is easily defined by some monetary unit such as
dollars
• The other needs are defined by translating the features and
characteristics for the manufacture of a product or the
delivery of a service into specifications
• Conformance of the product or service to these
spesifications is measurable and provides a quantifiable
and operational definition of quality
• If the specifications do not satisfy the customer needs
(fitness for use), they should be changed
• Needs usually change over time, thereby requiring a
periodic reevaluation of specifications by means of
customer surveys

21. Table 3. The Dimensions of Quality
Dimension Meaning and Example
Performance Primary product characteristics, such as the brightness of the
picture
Features Secondary characteristics, added features, such as remote
control
Conformance Meeting specifications or industry standards, workmanship
Reliability Consistency of performance over time, average time for the unit
to fail
Durability Useful life, includes repair
Service Resolution of problems and complaints, ease of repair
Response Human-to-human interface, such as the courtesy of the dealer
Aesthetics Sensory characteristics, such as exterior finish
Reputation Past performance and other intangibles, such as being ranked
first
Adapted from David A. Garvin Managing Quality: The Strategic and Competitive Edge
(New York: Free Press, 1988)

22. Total Quality
• Is a much broader concept that encompasses
not just the results aspect (meet or exceed
customer expectations) but also the quality of
people and the quality of processes

23. Although there is no universally accepted definition of
quality, enough similarity does exist among the definitions that
common elements can be extracted...
• Quality involves meeting or exceeding
customer expectations
• Quality applies to
products, services, people, processes and
environments
• Quality is an ever-changing state (i.e., what is
considered quality today may not be good
enough to considered quality tomorrow)

24. So...
“Quality is a dynamic state associated with
products, services, people, processes and
environments that meets or exceeds
expectations”

25. • Dynamic state  what is considered quality can
and often does change as time passes and
circumstances are altered
• Products, services, people, processes and
environments element
•  that quality applies not just to the products
and services provided but to the people and
processes that provide them and the
environments in which they are provided. This is
because quality products are produced most
consistently by quality organizations

26. The Total Quality Approach Defined
Customer Focus
Processes
Measures People -Continual
-SPC -Quality is built in Improvement
-Benchmarking -Quality is expected, -Good enough
-Quality Tools not inspected is never enough
-Employee are
empowered
Gambar 1. Three Legged Stool of Total Quality

27. • Customer focus as seat of the stool, means that
the customer is in the “driver seat” as the
primary arbiter of what is acceptable in terms of
quality
• Each of the three legs is a broad element of the
total quality philosophy
– Measures  quality can and must be measured
– People  quality cannot be inspected into a product
or service. Rather, it must be built in by people who
are empowered to do their jobs the right way
– Processes  processes must be improved continually
and forever

28. Total Quality: what it is...
• Is an approach to doing business that
attempts to maximize the competitiveness of
an organization through the continual
improvement of the quality of its products,
services, people, processes, and environments

29. Total Quality: how it is achieved...
The total quality approach has the following characteristics:
• Strategically based
• Customer focus (internal and external)
• Obsession with quality
• Scientific approach to decision making and problem solving
• Long-term commitment
• Education and training
• Freedom through control
• Unity of purpose
• Employee involvement and empowerment

30. The Deming Philosophy
(Deming 14 Points)
1. Create and publish the aims and purposes of
the organization
2. Learn the new philosophy
3. Understand the purpose of inspection
4. Stop awarding business based on price alone
5. Improve constantly and forever the system
6. Institute training
7. Teach and institute leadership

31. 8. Drive out fear, create trust and create a climate for
innovation
9. Optimize the efforts of teams, groups and staff areas
10. Eliminate exhortation for the work force
11. a. Eliminate numerical quotas for the work force
11. b. Eliminate management by objective
12. Remove barriers that rob people of pride of
workmanship
13. Encourage education and self-improvement for
everyone
14. Take action to accomplish the transformation

32. Tools of TQM
• Pareto Chart
• Cause-and-Effect Diagrams
• Check Sheets
• Histograms Seven tools
• Scatter Diagrams
• Run Charts and Control Charts
• Stratification
• Flowcharts
• Surveys
• Design of Experiments
• QFD
• Benchmarking

33. Pareto Charts

34. Cause-and-Effect Diagram
CAUSE CAUSE CAUSE
EFFECT
CAUSE CAUSE CAUSE