·
·
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
Quality Management Education
•
Implementing
Quality Management Education
Quality Management Education
•
CASE SUMMARY....(1)
•
CASE SUMMARY....(2)
•
CASE SUMMARY....(3)
THANK YOU
