9 6sigma analisa produktifitas – alfathrudie
Quality Improvement
& Six Sigma
48
Dr.Eng. Bonivasius Prasetya
1
What is Quality?
A study that asked managers of 86 firms in the eastern United
States to define quality produced several dozen different
responses, including:
► Perfection
► Consistency
► Eliminating waste
► Speed of delivery
► Compliance pemenuhan with policies and procedures
► Providing a good, usable product
► Doing it right the first time
► Delighting or pleasing customers
► Total customer service and satisfaction
Today, most managers agree that the main reason to pursue
mengejar quality is to satisfy customers.
48
2
Garvin’s Dimensions of
Product Quality
Performance
Features
Durability.
(Ketahanan)
Reliability
Conformance
Serviceability
Aesthetics
Perceived Quality
48
3
8 DIMENSI MUTU PRODUK
[GARVIN]
►
Performance.
►
Conformance.
►
Kesesuaian fungsi / kinerja
suatu produk dengan
standar yang telah
ditetapkan.
Durability.
►
Ukuran umur (lama
pemakaian) dari suatu
produk
Serviceability.
►
Kemudahan perbaikan jika
produk membutuhkan
perbaikan
Aesthetics.
Karakteristik kinerja
utama dari produk.
►
►
Contoh :
akselerasi mobil,
kejelasan suara
handphone, dll.
Features.
Fasilitas
tambahan diluar
fungsi pokok dari
karakteristik produk.
Reliability.
Kemungkinan
dari suatu produk
48
4
Tampilan, rasa, dan unsur
What Is Quality:
A Final Perspective
Customer’s and producer’s
perspectives depend on each other
Producer’s perspective:
production process and COST
Customer’s perspective:
fitness for use and PRICE
48
Customer’s view must dominate
2-5
Evolution of Quality
Management: Quality Gurus
►
Walter Shewart
In 1920s, developed control charts
Introduced term “quality assurance”
►
W. Edwards Deming
Developed courses during World War II to teach
statistical quality-control techniques to engineers and
executives of companies that were military suppliers
After war, began teaching statistical quality control to
Japanese companies
►
Joseph M. Juran
Followed Deming to Japan in 1954
Focused on strategic quality planning
Quality improvement achieved by focusing on
projects to solve problems and securing breakthrough
solutions
48
2-6
Evolution of Quality
Management: Quality Gurus
(cont.)
Armand V. Feigenbaum
In 1951, introduced concepts of total quality
control and continuous quality improvement
Philip Crosby
In 1979, emphasized that costs of poor quality far
outweigh cost of preventing poor quality
In 1984, defined absolutes of quality
management—conformance to requirements,
prevention, and “zero defects”
Kaoru Ishikawa
48
Promoted use of quality circles
Developed “fishbone” diagram
Emphasized importance of internal customer
2-7
Deming’s 14
Points
1.
2.
3.
4.
Create constancy of purpose
Adopt philosophy of prevention
Cease mass inspection
Select a few suppliers based on
quality
5. Constantly improve system and
workers
48
2-8
Deming’s 14 Points (cont.)
Institute worker training
7. Instill leadership among
supervisors
8. Eliminate fear among
employees
9. Eliminate barriers between
departments
10. Eliminate slogans
6.
48
2-9
Deming’s 14 Points (cont.)
11. Remove
numerical quotas
12. Enhance worker pride
13. Institute vigorous training
and education programs
14. Develop a commitment
from top management to
implement above 13 points
48
2-10
Impact of Quality
►
Increase in Productivity:
Productivity = Output / Input(s)
►
Quality and Costs:
• As quality of design increases, costs increase
• As quality of conformance increases, costs decrease (less rework,
complaints, scrap, etc…)
►
Reduction in Cycle Time
►
Quality and Value:
Value = Quality / Price
48
11
Quality Management
► Quality
Management: “The process of
identifying and administering the
activities needed to achieve the
quality objectives of an organization.”
► What
is value? (refer to Warren Buffet)
48
12
8 QUALITY MANAGEMENT
PRINCIPAL
e
m
tto
s
err
u
m
C
o
s
u
C Focus
Focus
tual
M
Muutual
BBeenneefftt
tionship
RReela
lationship
wwitithh
SSuupppplilieerr
ionn
DDeeccis
isssio
bbyyFFaaccttss
rship
LLeeaaddeership
eenntt
m
e
v
l
o
m
le Invvolve
PPeeoopple In
8
8
tyyentt
uuaalliitm
Q
Qageemen
annagcippaall
M
Ma
PPrriinnci
oouuss
u
n
i
t
n
u
o
CContin
ee
oovveem
r
m
p
IIm
r
mp t
nnt
48
rrooaacchh
p
p
A
ss A p p
PPrroocceess
m
SSyysstteem
ch
a
o
r
AApppproach
13
Principle 1
Customer focus
[Fokus pada Pelanggan]
Perusahaan/Organisasi
sangat tergantung
pada konsumen. Jadi
Perusahaan/Organisasi
perlu memahami apa
yang diinginkan oleh
pelanggannya dan
berusaha untuk
memenuhi apa yang
menjadi harapan dan
keinginan pelanggan.
48
14
KENALI PELANGGAN ANDA
48
15
Customer’s Vice
[Suara Pelanggan]
1.
1.
2.
2.
Pelanggan
Pelanggan selalu
selalu benar
benar
Bila pelanggan ternyata tidak
benar, baca aturan
48
no.1.
no.1.
16
Principle 2
Leadership
[Kepemimpinan]
►Leader/Pemimpin
harus
menyatukan tujuan dan arah
organisasi ( Policy &
Objectives ) secara jelas.
►Leader/Pemimpin harus
menciptakan lingkungan yang
mendorong terciptanya
keterlibatan segenap
karyawan dalam mencapai
tujuan organisasi/perusahaan.
48
17
Principle 3
Involvement of People
► Semua
jajaran
didalam organisasi
adalah inti dari
organisasi
► Keterlibatan mereka
untuk kebaikan
organisasi
48
18
Principle 4
Process Approach
INPUT
OUTPUT
Hasil yang diinginkan menjadi lebih efisien jika
sumber daya dan aktivitas yang saling terkait
dikelola dalam
suatu proses
48
19
Principle 5
System Approach
INPUT
INPUT
2
3
1
4
START
6
5
7
OUTPUT
INPUT
48
INPUT
20
Principle 6
Shewhart’s Plan-Do-Check-Act (PDCA) Cycle
Act
Plan
Check
Do
48
21
CONTROL!
48
22
CONTINUOUS IMPROVEMENT
Deming’s wheel
PLAN
DO
ACT
CHECK
ISO
9001
Deming’s
Deming’s
wheel
wheel
(P.D.C.A.)
(P.D.C.A.)
Continuous
Improvement
48
23
Principle 7
FACTUAL APPROACH
TO DECISION MAKING
►
Factual approach to decision
making
Keputusan yang efektif didasarkan
pada analisa data dan informasi
yang faktual, bukan dugaan dan
asumsi-asumsi yang tidak berdasar.
48
24
Principle 8
MUTUALLY BENEFICIAL
SUPPLIER RELATIONSHIP
►
Mutually benefcial supplier
relationships
Organisasi dan pemasok saling
membutuhkan
Kerjasama yang saling
menguntungkan akan memberikan
kemampuan untuk menciptakan nilai
lebih dari masing-masing
48
25
uality System Evolution
Evolusi sistem kualitas]
Total Quality Aim for continuous improvement
Management Involve suppliers & customers
Involve all operations
Performance measurement
Teamwork
Employee involvement
Quality Third party approvals
System audits
Assurance
Advanced quality planning
Comprehensive Q. manuals
Use of quality cost
Involvement of non-production
operations
Failure mode and effect analysis
Statistical process control
Quality
Control
Develop Q. Manual
Process performance data
Self-inspection
Product testing
Basic quality planning
Use of basic statistics
Paperwork control
Inspection Salvage
48
Sorting, grading
26
Corrective actions
Identity sources of non-conformance
QUALITY ASSURANCE
[QA]
►
►
►
►
►
Penyebab, akar penyebab, bukan gejala /
symptoms; mutu harus dibangun mulai dari
perencanaan proses.
Mutu tidak diperoleh dari inspeksi
(inspection)
Quality Control yang hanya menekankan pada
inspeksi adalah tipe QC yang old style
( kuno/lama) dan sudah tidak zamannya lagi.
Basic/dasar dari pengendalian adalah
pencegahan terulangnya kesalahan/
penyimpangan.
Eliminasi/hilangkan penyebab
terjadinya
48
27
penyimpangan kualitas.
QUALITY in SERVICES
48
28
Dimensions of
Quality:
Services
Time and timeliness
how long must a customer wait for service,
and is it completed on time?
is an overnight package delivered overnight?
Completeness:
is everything customer asked for provided?
is a mail order from a catalogue company
complete when delivered?
48
2-29
Dimensions of
Quality:
Service (cont.)
Courtesy:
how are customers treated by employees?
are catalogue phone operators nice and
are their voices pleasant?
Consistency
is same level of service provided to each
customer each time?
is your newspaper delivered on time every
morning?
48
2-30
Dimensions of Quality:
Service (cont.)
Accessibility and convenience (Akses dan Kemudahan)
how easy is it to obtain service?
does service representative answer your calls quickly?
Accuracy (Ketepatan)
is service performed right every time?
is your bank or credit card statement correct every month?
Responsiveness (Kemampuan Bereaksi)
how well does company react to unusual situations?
how well is a telephone operator able to respond to a
customer’s questions?
48
2-31
Services vs Products
48
32
Services vs Products
48
33
Two Focus on Services
48
34
Total Quality in
Organization
KONTRIBUSI QUALITY TERHADAP
PROFITABILITY
QUALITY
(Design and conformance)
Reduced
waste
Greater
productivity
Lower
Costs
Improved asset
utilization
Greater
Value
Increased market
share
Improved
margins
48
Revenue
growth
IMPROVED PROFITABILITY
35
Total Quality in
Organization
PENGARUH MUTU TERHADAP KINERJA KEUANGAN
MARKET
SHARE
IMPROVED
PERFORMANCE
SCALE
ECONOMIES
REPUTATION
PROFIT
PRICES
Productivity
Profts
PRODUCTIVITY
IMPROVED
RELIABILITY OR
CONFORMANCE
MANUFACTURING
COSTS
REWORK &
SCRAP COSTS
WARRANTY
COSTS
PROFIT
48
SERVICE
COSTS
36
Total Quality in
Organization
48
37
Total Quality in
Organization
48
38
Total Quality in
Organization
48
39
Total Quality in
Organization
48
40
Total Quality in
Organization
48
41
Total Quality in
Organization
48
42
Total Quality in
Organization
48
43
Total Quality in
Organization
48
44
Total Quality in
Organization
48
45
Total Quality in
Organization
48
46
uat secara lengkap “Deming’s View of a Production System” secara detail/lengka
mulai dari Input=>Processes=>Outputs) perusahaan di tempat Saudara bekerja
aper & soft copy (file)
48
IKUMPULKAN : paling lambat Pertemuan-3, tgl. 21 September 2013
47
Referensi Utama:
Goetsch, D. L. & Davis, S. B. (2010). Quality Management for Organizational Excellence, 6thth ed.,
Upper Saddle River, NJ: Pearson Education Inc.
Referensi Rujukan:
•Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H. & Besterfield-Sacre, M. (2003).
Total Quality Management, Upper Saddle River, NJ: Pearson Education Inc.
•Evans, J. R. & Lindsay, W. M. (2008). The Management & Control of Quality, 7thth ed.,
Mason, OH: South-Western.
•Foster, S. T. (2007). Managing Quality: Integrating the Supply Chain,
Upper Saddle River, NJ: Pearson Education Inc.
•Gryna, F. M., Chua, R. C. H. & DeFeo, J. A. (2007). Juran’s Quality Planning & Analysis for
Enterprise Quality, 5thth ed., New York, NY: McGraw-Hill.
48
48
& Six Sigma
48
Dr.Eng. Bonivasius Prasetya
1
What is Quality?
A study that asked managers of 86 firms in the eastern United
States to define quality produced several dozen different
responses, including:
► Perfection
► Consistency
► Eliminating waste
► Speed of delivery
► Compliance pemenuhan with policies and procedures
► Providing a good, usable product
► Doing it right the first time
► Delighting or pleasing customers
► Total customer service and satisfaction
Today, most managers agree that the main reason to pursue
mengejar quality is to satisfy customers.
48
2
Garvin’s Dimensions of
Product Quality
Performance
Features
Durability.
(Ketahanan)
Reliability
Conformance
Serviceability
Aesthetics
Perceived Quality
48
3
8 DIMENSI MUTU PRODUK
[GARVIN]
►
Performance.
►
Conformance.
►
Kesesuaian fungsi / kinerja
suatu produk dengan
standar yang telah
ditetapkan.
Durability.
►
Ukuran umur (lama
pemakaian) dari suatu
produk
Serviceability.
►
Kemudahan perbaikan jika
produk membutuhkan
perbaikan
Aesthetics.
Karakteristik kinerja
utama dari produk.
►
►
Contoh :
akselerasi mobil,
kejelasan suara
handphone, dll.
Features.
Fasilitas
tambahan diluar
fungsi pokok dari
karakteristik produk.
Reliability.
Kemungkinan
dari suatu produk
48
4
Tampilan, rasa, dan unsur
What Is Quality:
A Final Perspective
Customer’s and producer’s
perspectives depend on each other
Producer’s perspective:
production process and COST
Customer’s perspective:
fitness for use and PRICE
48
Customer’s view must dominate
2-5
Evolution of Quality
Management: Quality Gurus
►
Walter Shewart
In 1920s, developed control charts
Introduced term “quality assurance”
►
W. Edwards Deming
Developed courses during World War II to teach
statistical quality-control techniques to engineers and
executives of companies that were military suppliers
After war, began teaching statistical quality control to
Japanese companies
►
Joseph M. Juran
Followed Deming to Japan in 1954
Focused on strategic quality planning
Quality improvement achieved by focusing on
projects to solve problems and securing breakthrough
solutions
48
2-6
Evolution of Quality
Management: Quality Gurus
(cont.)
Armand V. Feigenbaum
In 1951, introduced concepts of total quality
control and continuous quality improvement
Philip Crosby
In 1979, emphasized that costs of poor quality far
outweigh cost of preventing poor quality
In 1984, defined absolutes of quality
management—conformance to requirements,
prevention, and “zero defects”
Kaoru Ishikawa
48
Promoted use of quality circles
Developed “fishbone” diagram
Emphasized importance of internal customer
2-7
Deming’s 14
Points
1.
2.
3.
4.
Create constancy of purpose
Adopt philosophy of prevention
Cease mass inspection
Select a few suppliers based on
quality
5. Constantly improve system and
workers
48
2-8
Deming’s 14 Points (cont.)
Institute worker training
7. Instill leadership among
supervisors
8. Eliminate fear among
employees
9. Eliminate barriers between
departments
10. Eliminate slogans
6.
48
2-9
Deming’s 14 Points (cont.)
11. Remove
numerical quotas
12. Enhance worker pride
13. Institute vigorous training
and education programs
14. Develop a commitment
from top management to
implement above 13 points
48
2-10
Impact of Quality
►
Increase in Productivity:
Productivity = Output / Input(s)
►
Quality and Costs:
• As quality of design increases, costs increase
• As quality of conformance increases, costs decrease (less rework,
complaints, scrap, etc…)
►
Reduction in Cycle Time
►
Quality and Value:
Value = Quality / Price
48
11
Quality Management
► Quality
Management: “The process of
identifying and administering the
activities needed to achieve the
quality objectives of an organization.”
► What
is value? (refer to Warren Buffet)
48
12
8 QUALITY MANAGEMENT
PRINCIPAL
e
m
tto
s
err
u
m
C
o
s
u
C Focus
Focus
tual
M
Muutual
BBeenneefftt
tionship
RReela
lationship
wwitithh
SSuupppplilieerr
ionn
DDeeccis
isssio
bbyyFFaaccttss
rship
LLeeaaddeership
eenntt
m
e
v
l
o
m
le Invvolve
PPeeoopple In
8
8
tyyentt
uuaalliitm
Q
Qageemen
annagcippaall
M
Ma
PPrriinnci
oouuss
u
n
i
t
n
u
o
CContin
ee
oovveem
r
m
p
IIm
r
mp t
nnt
48
rrooaacchh
p
p
A
ss A p p
PPrroocceess
m
SSyysstteem
ch
a
o
r
AApppproach
13
Principle 1
Customer focus
[Fokus pada Pelanggan]
Perusahaan/Organisasi
sangat tergantung
pada konsumen. Jadi
Perusahaan/Organisasi
perlu memahami apa
yang diinginkan oleh
pelanggannya dan
berusaha untuk
memenuhi apa yang
menjadi harapan dan
keinginan pelanggan.
48
14
KENALI PELANGGAN ANDA
48
15
Customer’s Vice
[Suara Pelanggan]
1.
1.
2.
2.
Pelanggan
Pelanggan selalu
selalu benar
benar
Bila pelanggan ternyata tidak
benar, baca aturan
48
no.1.
no.1.
16
Principle 2
Leadership
[Kepemimpinan]
►Leader/Pemimpin
harus
menyatukan tujuan dan arah
organisasi ( Policy &
Objectives ) secara jelas.
►Leader/Pemimpin harus
menciptakan lingkungan yang
mendorong terciptanya
keterlibatan segenap
karyawan dalam mencapai
tujuan organisasi/perusahaan.
48
17
Principle 3
Involvement of People
► Semua
jajaran
didalam organisasi
adalah inti dari
organisasi
► Keterlibatan mereka
untuk kebaikan
organisasi
48
18
Principle 4
Process Approach
INPUT
OUTPUT
Hasil yang diinginkan menjadi lebih efisien jika
sumber daya dan aktivitas yang saling terkait
dikelola dalam
suatu proses
48
19
Principle 5
System Approach
INPUT
INPUT
2
3
1
4
START
6
5
7
OUTPUT
INPUT
48
INPUT
20
Principle 6
Shewhart’s Plan-Do-Check-Act (PDCA) Cycle
Act
Plan
Check
Do
48
21
CONTROL!
48
22
CONTINUOUS IMPROVEMENT
Deming’s wheel
PLAN
DO
ACT
CHECK
ISO
9001
Deming’s
Deming’s
wheel
wheel
(P.D.C.A.)
(P.D.C.A.)
Continuous
Improvement
48
23
Principle 7
FACTUAL APPROACH
TO DECISION MAKING
►
Factual approach to decision
making
Keputusan yang efektif didasarkan
pada analisa data dan informasi
yang faktual, bukan dugaan dan
asumsi-asumsi yang tidak berdasar.
48
24
Principle 8
MUTUALLY BENEFICIAL
SUPPLIER RELATIONSHIP
►
Mutually benefcial supplier
relationships
Organisasi dan pemasok saling
membutuhkan
Kerjasama yang saling
menguntungkan akan memberikan
kemampuan untuk menciptakan nilai
lebih dari masing-masing
48
25
uality System Evolution
Evolusi sistem kualitas]
Total Quality Aim for continuous improvement
Management Involve suppliers & customers
Involve all operations
Performance measurement
Teamwork
Employee involvement
Quality Third party approvals
System audits
Assurance
Advanced quality planning
Comprehensive Q. manuals
Use of quality cost
Involvement of non-production
operations
Failure mode and effect analysis
Statistical process control
Quality
Control
Develop Q. Manual
Process performance data
Self-inspection
Product testing
Basic quality planning
Use of basic statistics
Paperwork control
Inspection Salvage
48
Sorting, grading
26
Corrective actions
Identity sources of non-conformance
QUALITY ASSURANCE
[QA]
►
►
►
►
►
Penyebab, akar penyebab, bukan gejala /
symptoms; mutu harus dibangun mulai dari
perencanaan proses.
Mutu tidak diperoleh dari inspeksi
(inspection)
Quality Control yang hanya menekankan pada
inspeksi adalah tipe QC yang old style
( kuno/lama) dan sudah tidak zamannya lagi.
Basic/dasar dari pengendalian adalah
pencegahan terulangnya kesalahan/
penyimpangan.
Eliminasi/hilangkan penyebab
terjadinya
48
27
penyimpangan kualitas.
QUALITY in SERVICES
48
28
Dimensions of
Quality:
Services
Time and timeliness
how long must a customer wait for service,
and is it completed on time?
is an overnight package delivered overnight?
Completeness:
is everything customer asked for provided?
is a mail order from a catalogue company
complete when delivered?
48
2-29
Dimensions of
Quality:
Service (cont.)
Courtesy:
how are customers treated by employees?
are catalogue phone operators nice and
are their voices pleasant?
Consistency
is same level of service provided to each
customer each time?
is your newspaper delivered on time every
morning?
48
2-30
Dimensions of Quality:
Service (cont.)
Accessibility and convenience (Akses dan Kemudahan)
how easy is it to obtain service?
does service representative answer your calls quickly?
Accuracy (Ketepatan)
is service performed right every time?
is your bank or credit card statement correct every month?
Responsiveness (Kemampuan Bereaksi)
how well does company react to unusual situations?
how well is a telephone operator able to respond to a
customer’s questions?
48
2-31
Services vs Products
48
32
Services vs Products
48
33
Two Focus on Services
48
34
Total Quality in
Organization
KONTRIBUSI QUALITY TERHADAP
PROFITABILITY
QUALITY
(Design and conformance)
Reduced
waste
Greater
productivity
Lower
Costs
Improved asset
utilization
Greater
Value
Increased market
share
Improved
margins
48
Revenue
growth
IMPROVED PROFITABILITY
35
Total Quality in
Organization
PENGARUH MUTU TERHADAP KINERJA KEUANGAN
MARKET
SHARE
IMPROVED
PERFORMANCE
SCALE
ECONOMIES
REPUTATION
PROFIT
PRICES
Productivity
Profts
PRODUCTIVITY
IMPROVED
RELIABILITY OR
CONFORMANCE
MANUFACTURING
COSTS
REWORK &
SCRAP COSTS
WARRANTY
COSTS
PROFIT
48
SERVICE
COSTS
36
Total Quality in
Organization
48
37
Total Quality in
Organization
48
38
Total Quality in
Organization
48
39
Total Quality in
Organization
48
40
Total Quality in
Organization
48
41
Total Quality in
Organization
48
42
Total Quality in
Organization
48
43
Total Quality in
Organization
48
44
Total Quality in
Organization
48
45
Total Quality in
Organization
48
46
uat secara lengkap “Deming’s View of a Production System” secara detail/lengka
mulai dari Input=>Processes=>Outputs) perusahaan di tempat Saudara bekerja
aper & soft copy (file)
48
IKUMPULKAN : paling lambat Pertemuan-3, tgl. 21 September 2013
47
Referensi Utama:
Goetsch, D. L. & Davis, S. B. (2010). Quality Management for Organizational Excellence, 6thth ed.,
Upper Saddle River, NJ: Pearson Education Inc.
Referensi Rujukan:
•Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H. & Besterfield-Sacre, M. (2003).
Total Quality Management, Upper Saddle River, NJ: Pearson Education Inc.
•Evans, J. R. & Lindsay, W. M. (2008). The Management & Control of Quality, 7thth ed.,
Mason, OH: South-Western.
•Foster, S. T. (2007). Managing Quality: Integrating the Supply Chain,
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