Total Quality Management TQM at Honda

·                

·                     Definition of  TQM

An integrated effort designed to improve quality performance at every level of the organization.

·                     What’s the goal of TQM?

“Do the right things right the first time, every time.”

·                     Elements  of  TQM ..(1)

•       Leadership

–   Top management vision, planning and support.

•       Employee involvement

–   All employees assume responsibility for the quality of their work.

•       Product/Process Excellence

–   Involves the process for continuous improvement.

·                     Elements of TQM ..(2)

•        Continuous Improvement

–    A concept that recognizes that quality improvement is a journey with no end and that there is a need for continually looking for new approaches for improving quality.

•        Customer Focus on “Fitness for Use”

–    Design quality

•     Specific characteristics of a product that determine its value in the marketplace.

–    Conformance quality

•     The degree to which a product meets its design specifications.

·                     Manfaat  TQM

·                     Langkah-Langkah TQM

•    Komitmen CEO/Pimpinan

•    Diklat untuk Top Management

•    Membentuk Steering Committee

•    Menetapkan visi, misi dan  prinsip-prinsip

•    Buat diagram alir proses-proses di perusahaan

•    Fokus pada konsumen eksternal dan lakukan survey

•    Anggap karyawan sebagai pelanggan internal

•    Buat program pelatihan mutu untuk karyawan

•    Bentuk Tim Perbaikan Mutu

•    Implementasi proses perbaikan

•    Gunakan alat – alat TQM

·                     Perkembangan TQM

— Deming

— Bound

— Juran

— Crosby

— Gootsch & Davids

— Feigenbaum

— Ishikawa

— Malcolm Baldrige National Quality Award

— ISO 9000 dan 14000

·                     Metode  TQM

·                     DEMING CYCLE

•     The Deming cycle, or PDSA cycle, is a continuous quality improvement model consisting of a logical sequence of four repetitive steps for continuous improvement and learning: Plan, Do, Study (Check) and Act.

•      The PDCA cycle is also known as the Deming Cycle, or as the Deming Wheel or as the Continuous Improvement Spiral.

·                     JURAN’S  TRILOGY

•       an approach to cross-functional management, which is composed of three managerial processes: quality planning, quality control and quality improvement. Without change, there will be a constant waste, during change there will be increased costs, but after the improvement, margins will be higher and the increased costs get recouped.

·                     Metode Josep M. Juran

•        Juran’s three basic steps to progress

–   Mencapai perbaikan terstruktur atas dasar kesinambungan

–   Mengadakan program pelatihan secara luas

–   Membentuk komitmen dan kepemimpinan pada

   tingkat  manajemen yang lebih tinggi

·                     Metode Philip B. Crosby

Dalil Manajemen Mutu

•    Definisi mutu adalah sama dengan persyaratan

•    Sistem mutu adalah pencegahan

•    Kerusakan nol ( zero defect ) merupakan standar kinerja yang harus digunakan

•    Ukuran mutu adalah price of nonconformance

·                     Crosby’s quality vaccine

•    Determinasi : Sikap manajemen untuk tidak menerima proses, produk, jasa yg tidak memenuhi persyaratan, seperti reject, scrap, wrong shipment

•    Pendidikan

•    Pelaksanaan

·                     Seven Tools  for TQM

•          Scatter Diagrams: Plot data on a chart – no attempt is made to classify the data or massage it

•          Pareto Charts: Organize data on a histogram based on frequency from most prevalent to least. Help identify major causes or occurrences (80:20 rule)

•          Check Sheets: Easy way to count frequency of occurrence by front line workers

•          Histograms: Categorize data is cells and plot (see if any patterns emerge)

•          Run Charts: Plot data as a function of time

•          Cause and effects Charts: fishbone diagrams are used to identify the root causes of a problem

•          Control Charts: are statistical tools used to determine if the variation in results is caused by common or special events

·                     Implementing TQM

•   Successful Implementation of TQM

–Requires total integration of TQM into day-to-day operations.

•   Causes of TQM Implementation Failures

–Lack of focus on strategic planning and core competencies.

–Obsolete, outdated organizational cultures.

•     Obstacles to Implementing TQM

•    Lack of a company-wide definition of quality.

•    Lack of a formalized strategic plan for change.

•    Lack of a customer focus.

•    Poor inter-organizational communication.

•    Lack of real employee empowerment.

•    Lack of employee trust in senior management.

•    View of the quality program as a quick fix.

•    Drive for short-term financial results.

•    Politics and turf issues.

•         STUDY CASE

IMPLEMENTING

TOTAL QUALITY MANAGEMENT

AT   HONDA

•                Latar Belakang

*Honda Motor Company, Ltd adalah perusahaan Publik Jepang yang dikenal sebagai perusahaan manufaktur penghasil Mobil dan Motor

*Honda dikenal sebagai pembuat Motor sejak 1959 dan juga dikenal sebagai penghasil terbesar mesin combustion

* Honda melampaui Nissan pada 2001  dan menjadi nomor dua penghasil terbesar industri mobil di Jepang.

*Honda saat ini adalah penghasil mobil nomor enam di dunia.

*Honda meraih nomor satu produksi mobil masal yang terjual di USA (Amerika Serikat)

•                Informasi Perusahaan

*Revenue: US$ 107.82 billion (2011)

*Operating income: US$ 6.87 billion (2011)

*Net income: US$ 6.44 billion (2011)

*Total assets: US$ 139.61 billion (2011)

*Total equity: US$ 53.69 billion (2011)

*Employees:179,060 (2011)

*Subsidiaries: Acura, Honda Aircraft Company

•                Jenis Produk

*Automobiles,

*Motorcycles

*Scooters ,

*ATVs,

* Electrical Generators,

* Water pumps,

*Lawn and Garden Equipments ,

* Tillers,

*Outboard motors,

*Robotics,

*Jets,

*Jet Engines,

*Thin-film solar cells

•                Kebijakan Perusahaan

    Honda works to ensure that the products and services result in 3 joys:

* Joy for people who buy them.

* Joy for those who sell them and

* Joy for people who produce them.

•                Quality Objective

    Maintain an international viewpoint , we are dedicated to supplying products of the highest efficiency yet at a reasonable price for worldwide customer satisfaction.

•                Honda’s Quality Cycle

   

•                Quality Enhancement System

   

•                TQM  Methodology

   

•                PDCA Cycle

   

•                 Implementing
          Quality Management Education

   

•                 Implementing
          Quality Management Education

   

•                 CASE SUMMARY....(1)

   

•                 CASE SUMMARY....(2)

   

•                 CASE SUMMARY....(3)

   

THANK   YOU