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TOTAL QUALITY MANAGEMENT
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Quality
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Why is Quality a Concern?
Gives competitive advantage Encourages return purchases Provides customer with information and builds consumer
confidence in the brand Reduces costs incurred in solving post sales problems Helps improve efficiency
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Quality Control
The responsibility of every member of the workforce for the quality of products and services provided by the business.
Emphasis on reducing defects, etc. before it gets to the final stage of production and certainly to the consumer.
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Quality Assurance
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Definisi Total Quality Management
Pendekatan sistem untuk mengintegrasikan semua fungsi dan proses agar tercapai penyempurnaan mutu produk secara berkesinambungan untuk mencapai kepuasan konsumen
TQM incorporate the concepts of product quality, process control, quality assurance and quality improvement
A management system that is an integral part of an org’s strategy and is aimed at continually improving product and services quality so as to achieve high levels of cust. Satisfaction and strong cust.loyalty
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Total Quality Management
A system of management Focus on customer: create value that
meets and exceeds expectations Quality is designed in Company wide A process of continuous improvement Employee involvement
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Tujuan Total Quality Management
TQM berfokus pada konsumen, dengan tujuan untuk berikut ini: Mengeliminasi pemborosan Menyederhanakan proses Fokus pada peningkatan mutu untuk
memuaskan konsumen Berdampak pada setiap aktivitas yang
dilaksanakan
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Philosofi Total Quality Management
Quality is less costly than poor workmanship
Employees will naturally try to improve quality as long as they have appropriate support
Serious Quality improvement requires cross-functional efforts
Quality improvement requires the strong commitment of top management
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Customer Involvement
Mechanisms to involve the customer Focus groups Market surveys Customer questionnaires Market research programs
Quality Function Deployment (QFD) Formal system for identifying
customer wants Eliminate wasteful product features
and activities that do not contribute
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Elemen Total Quality Management
Full commitment from top management Customer involvement Design products and processes for
quality Control processes for quality Develop good supplier partnerships Empower employees Continues improvement
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Short History of TQM
1920 - Inspect and sort 1935 - Statistical quality control 1950 - Japan SPC 1965-75 - Japan TQC 1970-1980 - Japan takes over many US
markets, US must react 1980 and on - US TQM
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Evolusi TQM
1800an Inspection Era 1930an Statistical Quality Control (SQC) 1950an Quality Assurance (QA) 1980an Strategic Quality Management (SQM)
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Evolution of Quality Management
Inspection
Quality Control
Quality Assurance
TQM
Salvage, sorting, grading, blending, corrective actions,
identify sources of non-conformance
Develop quality manual, process performance data, self-inspection, product testing, basic quality planning, use of basic statistics, paperwork control.
Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC.
Policy deployment, involve supplier & customers, involve all operations, process management, performance
measurement, teamwork, employee involvement.
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Inspection Era
KarakteristikKarakteristik TahapTahapPerhatian Utama Deteksi
Kajian Mutu Masalah untuk diselesaikan
Penekanan Keseragaman Produk
Metode Pengujian dan Pengukuran
Peran Profesional Mutu Inspeksi, Penyortiran, penghitungan, Pemeringkatan
Pihak yang bertanggung jawab atas mutu
Bagian Inspeksi
Orientasi dan Pendekatan Menginspeksi mutu
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Inspection Era
Inspeksi
ProduksiDesain Produk
Jaman Inspeksi
Titik Berat Penanganan Kualitas di Jaman Inspeksi
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Statistical Quality Control
KarakteristikKarakteristik TahapTahapPerhatian Utama Pengendalian
Kajian Mutu Masalah untuk diselesaikan
Penekanan Keseragaman Produk dengan mengurangi inspeksi
Metode Alat-alat dan teknik-teknik statistika
Peran Profesional Mutu Penyelesian kesulitan dan aplikasi metode-metode statistika
Pihak yang bertanggung jawab atas mutu
Bagian Produksi dan Perekayasaan
Orientasi dan Pendekatan Mengendalikan Mutu
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Statistical Quality Control
Inspeksi
ProduksiDesain Produk
Jaman Inspeksi
Titik Berat Penanganan Kualitas
Jaman SQC
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Prodi Akuntansi FE UAJYProdi Akuntansi FE UAJY
Quality Assurance
KarakteristikKarakteristik TahapTahapPerhatian Utama Koordinasi
Kajian Mutu Masalah untuk diselesaikan & proaktif
Penekanan Seluruh rangkaian produksi
Metode Program dan Sistem
Peran Profesional Mutu Pengukuran mutu, Perencanaan Mutu, dan Desain Program
Pihak yang bertanggung jawab atas mutu
Semua bagian
Orientasi dan Pendekatan Membangun Mutu
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Quality Assurance
Inspeksi
ProduksiDesain Produk
Jaman Inspeksi
Titik Berat Penanganan Kualitas
Jaman SQCJaman QA
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Strategic Quality Management
KarakteristikKarakteristik TahapTahapPerhatian Utama Dampak Strategis
Kajian Mutu Peluang Daya Saing
Penekanan Kebutuhan pasar dan konsumen
Metode Perencanaan strategis, Penentuan tujuan, dan pemobilisasian organisasi
Peran Profesional Mutu Penetuan tujuan, pendidikan&pelatihan, konsultasi kerja dengan bagian lain, dan desain program
Pihak yang bertanggung jawab atas mutu
Setiap orang dalam organisasi
Orientasi dan Pendekatan Mengelola Mutu
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Strategic Quality Management
Inspeksi
ProduksiDesain Produk
Jaman Inspeksi
Titik Berat Penanganan Kualitas
Jaman SQCJaman QA
Customer
Jaman Strategic Quality Management
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Fokus TQM
Untuk mencapai hasil-hasil strategis TQM, pendekatan yang digunakan untuk mencapai mutu: Fokus internal
Memenuhi kebutuhan konsumen Memusatkan perhatian mendukung dan
mengarahkan organisasi ke arah mutu Fokus eksternal
Sesuai dengan keinginan konsumen Keunggulan daya saing
Proses Integrasi Rekrut karyawan yang cocok Posisi kerja karyawan yang cocok Pelatihan dan Pengembangan
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Elemen-Elemen TQM
Prinsip-prinsip TQM Konsep-konsep TQM
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Prinsip-Prinsip TQM
Prinsip Umum Prinsip Desain Organisasi Prinsip Operasi Prinsip Pengembangan SDM Prinsip Penyempurnaan Mutu dan
Proses Prinsip Akuntansi dan Pengendalian Prinsip Pemasaran dan Distribusi
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Konsep-Konsep TQM
Perubahan Budaya Pergeseran Paradigma Kepemimpinan Kepuasan Konsumen Pengintegrasian Teknik-
teknik
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Quality Gurus (Guru Mutu)
W. Edwards Deming Joseph M. Juran Philip B. Crosby Armand V. Feigenbaum Kaoru Ishikawa Genichi Taguchi
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Deming on SafetyDeming on Safety
“Currently, management works under the assumption that people and not the systems they work in are responsible for safety. We therefore, reward and punish people but the system they work in remains unchanged…” (W.E. Deming, July 11, 1992)
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W. Edwards Deming
Statistics professor, specializing in acceptance sampling
Went to Japan after WW II Helped Japanese focus on and
improve quality System (not employees) is
cause of poor quality Fourteen Points
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Quality - Deming
Quality is a predictable degree of uniformity at low cost, suited to the market
Quality improves as variability decreases Statistical quality control is used to predict
variation Need participation of workers Inspection is late and costly Deming’s 14 points
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Deming Chains Reaction
Improve quality costs decrease productivity improves better quality and lower price captures the market business survives and grows more jobs created.
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Improve Quality
Productivity improves
Provide jobs and more jobs
Deming’s Chain Reaction
Cost decreases because of less rework, fewer mistakes, fewer delays, snags, better use of machine time and materials
Stay in business
Capture the market with better quality and lower price
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PLAN
CHECK
DOACT
The Deming Cycle or PDCA Cycle
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
Implement the change on a small scale and measure the effects
Adopt the change as a permanent modification to the process, or abandon it.
Study the results to learn what effect the change had, if any.
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Joseph Juran
Went to Japan in 1951 Quality begins by knowing
what customers want 80% of defects are
controllable Quality Planning Quality control Quality improvement
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Joseph Juran
Quality trilogy: planning, control and improvement
Quality improvement is part of every job Quality problems are mostly managerial
in nature Quality is fitness for use Cost of quality accounting system Pursuit of quality pays for itself only to a
point
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Joseph M. Juran and the Cost Of Quality
100% defective Point of “Enough quality”
Total Costs
Unavoidable costs
Avoidable costs
Cos
ts
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Philip B. Crosby
Martin Marietta, ITT, starting in 1960s
“Quality is Free” Management must be firmly
behind any quality plans Do it right the first time
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Phillip B. Crosby
Quality is free . . . :“Quality is free. It’s not a gift, but it is free. What costs money are the unquality things -- all the actions that involve not doing jobs right the first time.”
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Philip B. Crosby
Zero defects Quality is free Quality is conformance to
requirements No reason for errors or
defects Mostly used in US as
motivational tool
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Feigenbaun
1.1. Customer defined qualityCustomer defined quality2.2. Top management leadershipTop management leadership3.3. Quality as a strategic issueQuality as a strategic issue4.4. All employees responsible for qualityAll employees responsible for quality5.5. Continuous improvementContinuous improvement6.6. Shared problem solvingShared problem solving7.7. Statistical quality controlStatistical quality control8.8. Training & education for all employeesTraining & education for all employees
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Genichi Taguchi
Pioneered a new perspective on quality based on the economic value of being on target and reducing variation and dispelling the traditional view of
conformance to specifications:
No Loss LossLoss
Tolerance
0.500 0.5200.480
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Genichi Taguchi
Robust Design: Improve the quality by minimizing the effect of the causes of variation without eliminating the causes.
The quadratic loss function Total loss to society Continuous quality improvement and cost
reduction are necessary for an organization’s continuing health in a competitive environment
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The Quality Circle Process
PresentationImplementation
Monitoring
SolutionProblem results
Problem Analysis
Cause and effectData collection and
analysis
Problem IdentificationList alternatives
ConsensusBrainstorming
TrainingGroup processes
Data collectionProblem analysis
Organization8-10 members
Same areaSupervisor/moderator
Figure 14.3Figure 14.3
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The Malcolm Baldrige AwardThe Malcolm Baldrige Award The Deming PrizeThe Deming Prize RIT/USA Today Quality CupRIT/USA Today Quality Cup European Quality AwardEuropean Quality Award President’s Quality AwardPresident’s Quality Award Excellence in Productivity Excellence in Productivity
ImprovementImprovement NASANASA
Quality Awards and Certifications
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Quality is a Journey, not a Destination
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The EndThe EndThe EndThe End