CHAPTER 16TOTAL QUALITY MANAGEMENT(TQM)Oleh : Fauzi Arif RH(Disampaikan dalam forum APICS-ID Surabaya)

PENGERTIAN MUTUTony ArnoldUser satisfaction Able to satisfy the needs & expectation of userFeigenbaumKeseluruhan gabungan karakteristik produk atau jasa dari pemasaran, rekayasa, pembuatan dan pemeliharaan yang menjadikan produk dan jasa yang digunakan memenuhi harapan pelanggan.ISO 9000:2000Ability of a set of inherent characteristics of a product, system or process to fulfill requirements of customer and other interested parties.

EVOLUSI PENGENDALIAN MUTUOperator (1900)Foreman (1918)Inspection (1937)Statistical Quality Assurance (1960)Total Quality Management (1980)

KARAKTERISTIK MUTUDimensiWaktuSafetyDampak thd lingkunganBiaya (Operasi, Penggunaan Energi, dll)EstetikaKeterkaitan dgn Standar KetepatanKonsistensiKeramahanKomunikasiKemudahan Kontak

FAKTOR YANG MEMPENGARUHI MUTUManMachineMethodMaterialMarketMotivationManagementMoneyMounting Product Requirement

QUALITY COSTCost of FailureInternal failureExternal failure

Cost of controlling QualityPrevention costAppraisal cost

Pengertian dasar TQMApproach to improve both customer satisfaction and the way organizations do business

4 Dimensi perbaikan berkelanjutanPengembangan peroranganHubungan inter-personalEfektivitas managerialProduktivitas organisasi

Basic concept of TQMA committed & involved managementFocus on customerInvolvement of the total work forceContinuous Process ImprovementSupplier partneringPerformance measure

Demings Chain Reaction for Quality Improvement (1950)Dengan memperbaiki mutu melalui proses produksi, maka biaya dapat diturunkan dan produktifitas dapat ditingkatkan

Pendekatan Demings terhadap produktifitas dibangun melalui 3 unsur :The System of Profound knowledgePendekatan kesistemanVariasi statistik dari proses-prosesKemauan untuk belajarPengembangan pengetahuan14 butir kewajiban manajemenPDCA

Konsep Dasar PDCA

PIRANTI-PIRANTI TQM

7 Tools (SQC) ChecklistHistogramStratificationScatter diagramPareto diagramControl chartFishbone diagram

Delapan LangkahIdentifikasi masalahAnalisa situasiMencari sebab yang paling mungkinRencana perbaikanPelaksanaanPenelitian hasilStandardisasiMencari permasalahan berikutnya

Process capabilityCp indexUSL LSL

Cpk indexUSL Xbar or Xbar - LSLLSLCpCpkUSLCpk

Penghargaan TQM di duniaMalcolm Baldrige National Quality Award (MBNQA)-USADeming prize (Japan)European Foundation Quality Management (EFQM)-EuropeSQA (Singapore Quality Award)Indonesia..?

INTRODUCTION TOISO 9000 : 2000

Evolusi sistem manajemen mutu ISO 9000

Introduction: Quality Management Principles fundamental rules for leading and operating an organization.1.Customer Focus 2.Leadership3.Involvement of People4.Process Approach5.System Approach to Management6.Continual Improvement7.Factual approach to decision making8.Mutually beneficial supplier relationships

Aim: to facilitate a successful management culture.

Introduction: Quality Management PrinciplesCustomer Focus Organization depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations.LeadershipLeaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organizations objectives.Involvement of PeoplePeople at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit.

Introduction: Quality Management PrinciplesProcess Approacha desired result is achieved more efficiently when related resources and activities are managed as a process.

System Approach to Managementidentifying, understanding and managing a system of interrelated processes for a given objective improves the organizations effectiveness and efficiency.

Continual Improvementcontinual improvement should be a permanent objective of the organization.

Introduction: Quality Management PrinciplesFactual Approach to Decision Making Effective decisions are based on the analysis of data and information.

Mutually Beneficial Supplier RelationshipAn organization and its suppliers are interdependent, and mutually beneficial relationship enhances the ability of both to create value.

MODEL OF THE PROCESS APPROACHCONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEMManagement responsibilityMeasurement, analysis, improvementResource managementOutputProduct realizationInputProduct