3. tantangan
• Daya b li meningkat
beli i k
• gg
Value dari customer makin tinggi
• Ekspektasi makin ber variasi
• Pilihan makin beragam
• Loyalitas sangat bergoyang
• Membangun Image produk dan service
Indonesia itu (bisa) berkualitas
( )
• Setiap pekerjaan mensyaratkan Sertifikasi
4. Not the Desired Outcome for SSME
SSME…
Plan i h
Pl without proper data
d
5. DATA KECELAKAAN LALU LINTAS
DI INDONESIA
Jumlah Kecelakaan di Indonesia
Tahun 2000-2010
100000 91623
87020
90000
80000
66488
70000 62960
59164
ensi
60000 49553
Frekue
50000
40000
30000
17732
20000 12649 12791 12267 13399
10000
0
2000
2000' 2001
2001' 2002 2003
2003' 2004
2004' 2005
2005' 2006
2006' 2007
2007' 2008
2008' 2009
2009' 2010
2010'
Sumber : Kantor Kepolisiian Republik Indonesia
13. The Process Improvement Cycle
Select a
p
process
Document
Study/document
St d /d t
Evaluate
Seek ways to
Implement the
Improve it
Improved process
Design an
Improved process
9-13
14. Cause-and-Effect Diagram
Cause-and- g
Methods Materials
Cause
Cause
Cause
C
Cause
Cause Cause
Environment Effect
Cause Cause
Cause Cause
Cause Cause
People Equipment
9-14
15. Run Chart
0.58
0 58
0.56
ter
0.54
Diamet
0.52
0.5
D
0.48
0 48
0.46
0.44
0 44
1 2 3 4 5 6 7 8 9 10 11 12
Time (Hours)
9-15
16. Tracking Improvements
g
UCL UCL
UCL
LCL
LCL
Additional improvements
LCL Process centered made to the process
Process not centered and stable
P t t d
and not stable
Commitment to reduce Variation
9-16
17. Methods for Generating Ideas
g
B i t
Brainstorming
i
Quality circles
Interviewing
Benchmarking
5W2H
9-17
18. Broad Dimensions of Service Q
Quality
y
Reliability – perform promised service dependably
y p p p y
and accurately
Responsiveness - willingness/readiness to provide
R i illi / di t id
prompt service
Competence - possess knowledge and skill to perform
the service
Access - approachability and ease of contact of
service personnel
i l
Courtesy - politeness, consideration, and friendliness
y p , ,
of service personnel cont…
19. Broad Dimensions of Service Quality – cont.
Communication - keeping customers informed;
p g ;
listening to customers
C dibilit - trustworthy, believable, honest
Credibility t t th b li bl h t
Security - freedom from danger, risk, or doubt
Understanding/knowing customer - knowing
customer s needs
customer’s
Tangibles - physical evidence of service
Parasuraman, A. Zeithaml, V., and Berry, L. (1985).
20. Whose perspective?
Lens of the
organisation
people
products
processes service
results
outcomes
benefits
Lens of the
customer
20
21. Quality menurut
Quality menurut siapa?
• Banyak lembaga memberi award tentang
y
Quality
• Siapa yang paling pantas menilai ? CUSTOMER!
• A j i
Apa jaminan nya ? S
? Sustainability!!!
i bili !!!
22. Return on Quality
• Satisfaction is measured for all key
processes, as well as overall
ll ll
• Attractive to managers (
g (but does need
customer survey data, internal company
information and competitor financial
p
information as inputs)
• Service based become knowledge base
• Does satisfaction precede quality?
kresnayana yahya
26. QUALITY ASSURANCE
QUALITY ASSURANCE
• DARI DESIGN process sampai Design Perilaku
• Dari VISI dan Quality Value bisa membangun
Dari VISI dan Quality Value bisa
Quality Culture
• M j i secara b k l j
Menjamin berkelanjutan
Perilaku, sikap, tanggung jawab kerja
29. The
Education
Ed ti
Factor
The
The Health
The Health Spiritual
and Safety Factor
Factor
QUALITY
QUA ITY
OF
LIFE
The work The Family
y
factor Factor
The
The Stress
Psycholigi
Factor
cal Factor
lF t
30. It appears the United States isn’t one of
pp
the top countries offering the best quality‐of‐
life according to the Economist Intelligence Unit
(EIU, a sister company of The Economist) which
(EIU a sister company of The Economist) which
“earnestly” tried to figure out which country will
provide “the best opportunities for a healthy, safe
and prosperous life.”
and prosperous life.
32. RETURN ON QUALITY
Return on Quality (ROQ):
Making Service QualityFinancially Accountable
33.
34. QUALITY IS F R E E !!!
F.R.E.E.
“Quality is the result of a carefully constructed cultura
environment.
environment It has to be the fabric of the organization
organization,
not part of the fabric.” – Phil Crosby
40. Kaizen process
Focus : Customers.
Customers
Strategy : Continuous small steps.
Approach : Start with what you have.
Methodology : Change what you have & learn.
Process : Simultaneous process.
Value addition
Value-addition : Eliminate non-value added
non value
processes.
Human resource : People involved in the operation.
operation
Technology : Less technology required.
41. The Kaizen Umbrella
• Customer orientation, • Kanban,
• TQC, • Quality improvement,
• Robotics, • Just-in-time,
• Suggestion system, • Zero defects,
,
• Automation, • Small group activities,
• Discipline in work place, • Cooperative labour
management relations,
• TPM
TPM.
• Productivity improvement,
• New-product improvement.
42. Quality Culture
Values are building blocks of culture; organizational values
constitute the culture of the organizations, the set of beliefs that
organizations
people share about what sort of behaviour is correct & incorrect.
A Quality (TQM) culture can be created, if the management of
an organization starts learning the values of people.
A Quality culture is reflected through :
B li f in Quality / Strategy for Quality / Leadership-
Belief i Q lit St t f Q lit L d hi
driven / Customer satisfaction / People involvement /
Empowerment.
43. Changes required to implement Quality Culture
From Traditional Culture To TQM Culture
• Hierarchy style, • Participative style,
• Top-down information flow, • Top, upward & lateral flow,
• Inward quality focus,
focus • Customer-driven
Customer driven quality focus,
focus
• Functional focus, • Process focus,
• Short-term planning, • A vision for the future,
• Sporadic improvement, • Continual improvement,
• Manage & Delegate, • Lead & Coach,
• Counsel, • Ownership & Participation,
• Direct, • Empower,
• Firefighting with few individuals • Team initiatives, group focusing
/ groups
groups, on continual improvement,
improvement
• Enforcement. • Mutual trust.
44. Principles of Quality Improvement
“Quality is never an accident; it is always the result
of high intention sincere effort intelligent direction
intention, effort,
and skillful execution; it represents the wise choice
of many alternatives.
alternatives.”
William Foster
(many variations attributed to others)
44
45.
46. Personnel understand the benefits and empowerment
p
of working within a quality oriented system
Defined processes
Efficiencies
Measurement tools
Defensibility
Quality Points of View
Internal quality – conformance to the project design
External quality – Receiving the expected service that meets the
project requirements
Quality Culture
54. Perusakan lingkungan hidup
• Mindset dan perilaku manusia yang pertama
dan utama
• Motif ekonomi yang tidak peduli
keberlanjutan
• Process monitoring
55. PERFORMANCE
Performance Measurement
e o a ce easu e e MEASUREMENT
SU
Monitoring of Monitoring
Performance of Indicators and
• Review of performance Outcomes
O t
(Accreditation/Self- • Process and short-term
Assessment) results outcomes
• Program evaluation • Health indicators and
results outcomes
56. Use Data to Make Decisions
56
Use
U performance
f
assessment data to target
improvement
Use data analysis tools to
develop information
Analyze data to identify root
cause
Use data to monitor
p
performance outcomes
Develop data base for
Planning
g
57. The W-Model
Customer needs Acceptance
test
Test procedure,
test case inspections
Requirements System
y
Requirements test
inspections Test procedure,
test case inspections
Architectural design
HLD inspections
Integration
test
Test procedure
procedure,
Detailed design test case inspections
DD inspections
Unit t t
U it test
Test procedure,
Code test case inspections
Code inspections
57
58. Building a House of Quality
CONTINUOUS
IMPROVEMENT
TATIONS
STOMER FOCUS
ASSESSMENT &
MENT
ACK
HIGH EXPECT
NVOLVEM
FEEDBA
CUS
H
IN
A
MANAGEMENT WITH FACTS
TRUST
SHARED VALUES AND VISION
59. Requirements
Delight
3 5 Human
Customers
Resource
R 7
Focus
1 Leadership Results
2 Strategy
Process
6 Management
Dashboard to Monitor Progress
4 Information and Analysis
60. - 60 -
Hierarchical Structure of Services
Customer
C stomer
Satisfaction Service site
Employee Providing layer
Satisfaction Service Understanding
recommendation methods
technologies & Sensing technologies
Social
Satisfaction
S ti f ti Collaborating aids Modeling technologies
among staffs/providers of large-scale data
Supporting
layer
y
Collaborating aids Understanding
among institutes methods for daily living
Collaboration
layer
60
62. Kerugian karena tidak ber Quality
• Buang air besar dan tidak punya sanitasi
merugikan ratusan triliun
g
• Quality leadership dari sisi mental : korupsi
merugikan ratusan triliun
• Quality process yang buruk : gagal menaikkan
upah pekerja lebih dari 30 %
• Layanan buruk meniadakan keberhasilan
marketing sampai 30 – 40 %
• Menutupi Quality dengan kamuflase pencitraan
menghancurkan perusahaan
g p
62
63. Defisit yang terjadi
• Pemahaman tentang Quality secara terintegrasi
• Pendataan sebagai pra syarat Merancang
• Pengembangan system management terpadu
• Peduli Cost dan Financial result
• Melatih,
Melatih melakukan mentoring Coaching
mentoring,
• Layanan Publik
• Consumer masih “nerimo”
• Penghargaan pada berpikir , knowledge base
masih rendah
63
64.
65.
66.
67. 67
Why Improve service
•Service i t ki
S i is taking
action to create
i
value for someone
else
69. A thought to end!
A thought to end!
• “You must be
the change you
the change you
wish to see in
the world”
70. Thank You
a ou
Action
“c” change in classified
“c” change in classified
71. END OF SLIDES
THANK YOU
Kresnayana Yahya
Email: kresna49@yahoo.com
Blog: http://www.kresnayana.com
kresnayana yahya energy development
71
jawa bali 2012
