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- -Quality Assurance
DR. MOHAMMAD ABDUL MUKHYI, SE., MM
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What is Quality? Mutu dari suatu jasa atau produk adalah suatupersepsi pelanggan menyangkut tingkat derajatpro u atau asa yang ertemu enganekspektasinya.
Mutu adalah kemampuan suatu produk atau jasa
pelanggan.
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Quality
Continuous Improvement in quality
Never-ending improvement ( kaizen in Japan) Quality must built into a product
Quality; customer satisfactioncustomer amazement
Dr. Deming(1900-1993) in Japan, 1954
,
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Key Contributors to Quality
Contributor
Known for
Juran
variation
Quality is fitness for use; quality trilogy Feignbaum Quality is a total field
Ishikawa Cause-and effect diagrams; qualitycircles
Taguchi Taguchi loss function
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Shingo
Quality
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Dimensions of Quality Performance - main characteristics of the product/service
Aesthetics - appearance, feel, smell, taste
Special Features - extra characteristics Conformance - how well product/service conforms to
cus omer s expec a ons
Reliability - consistency of performance Durability - useful life of the product/service
Perceived Quality - indirect evaluation of quality (e.g.
reputat on Serviceability - service after sale
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Examples of Quality DimensionsDimension (Product) (Service)
1. Performance Everything works, fit &finish
All work done, at agreedprice
2. Aesthetics
Ride, handling, grade ofmaterials usedInterior design, soft touch
Friendliness, courtesy,Competency, quickness Clean work/waiting area
3. Special features
Gauge/control placementCellular phone, CD
Location, call when readComputer diagnostics
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Examples of Qualit Dimensions (Contd)Dimension (Product) (Service)
5. Reliability Infrequency of breakdowns Work done correctly,read when romised
6. Durability Useful life in miles, resistance
to rust & corrosion
Work holds up overtime
7. Perceived
qualityTop-rated car Award-winning service
department
8. Serviceability Handling of complaints and/orrequests for information
Handling of complaint
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Service Quality
Convenience Reliabilit Responsiveness
me Assurance
Courtesy Tan ibles
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Examples of Service Quality
Dimension Examples.
2. Reliability Was the problem fixed?
3. Responsiveness Were customer service personnel willing andable to answer questions?
4. Time How long did the customer wait?
5. Assurance Did the customer service personnel seemknowledgeable about the repair?
6. Courtesy Were customer service personnel and thecashier friendly and courteous?
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Challenges with Service Quality
Customer expectations often change
Different customers have different expectations
Customer participation can affect perception of qu y Fail-safing must be designed into the system
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Determinants of Quality
use
es gn
Conforms
erv ceto design
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u y o es g
Intension of designers to include or excludee u es p u se v e
Quality of conformance The degree to which goods or services conformto the intent of the designers
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Loss of business a y
Productivity Costs
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Responsibility for Quality Top management Design
Procurement Production/o erations Quality assurance Marketing and sales
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Evolution of Quality Management
1924 - Statistical process control charts 1930 - Tables for acce tance sam lin
1940s - Statistical sampling techniques 1950s - ualit assurance/T C 1960s - Zero defects - 1980s TQM
,
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Sumber Kualitas
Dimensions of Quality Determinants of Quality Costs of Quality
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Terbaik di kelasnya dan kelas dunia
Harapan pelanggan adalah mutu tidak sama untuk kelas jasa atau produk yang berbeda.
Terbaik dalam mutu kelas berarti produk yangterbaik atau dalam kelas produk atau jasa tertentu Menjadi perusahaan kelas dunia berarti bahwa
masing-masing tentang produk dan jasanyapelanggan
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Beberapa Dimensi Kelas Produk Pencapaian berkaitan dengan penggunaan pelanggan Corak karakteristik khusus
,
pemakaian Kemam uan mela ani kece atan/bia a/ken amanan
pemeliharaan
Ketahanan jumlah waktu yang digunakan sebelumpem e u an pe er aan Penampilan mempengaruhi pekerjaan
sebelum/selama/setelah penjualan Keselamatan perlindungan pemakai
sebelum,/selama/setelah penggunaan
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Determinan Kualitaso Disain mutu baramg atau jasa, yang dirancang
pelanggan berdasarkan pada harapan dan keinginan
mampu memproduksi produk yang dirancang untuk pelanggan Mutu conformance proses tidak mampu produk
lebih rendah jika dioperasikan dengan baik
tidak berarti sukses; harus mempunyai mutu melayani juga
Kultur organisasi berkwalitas produk dan jasamemerlukan organization- memusatkan atas kualitas
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Biaya Kualitas Sisa dan pengolahan kembali - rescheduling,
memperbaiki, menguji kembali Produk cacat di tangan pelanggan - daya ingat,
jaminan keabsahan, perkara pengadilan, bisnisyang ang,
Pendeteksian cacat - pemeriksaan,,. Pencegahan cacat - pelatihan, tabel capaian,
,penyalur,.
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Manajemen Kualitas Tradisional Sistem pemeriksaan ketat
dibuang
Keputusan utama adalah berapa banyak pro u yang per sa
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Gambaran Tradisional
Bera a Ban ak Di eriksaAnnual Cost ($)
OptimalLevel of
Ins ectionTotal QualityControl Costs
,Rework, and
Detecting Defects
Products toCustomers
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Manajemen Kualitas Modern Quality Gurus ualit Drives the Productivit Machine
Other Aspects of the Quality Picture
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Quality Gurus W. Edwards Deming
Assisted Japan in improving productivity and
quality after World War II In 1951 Japan established Deming Prize US was slow in recognizing his contributions
Introduced Ja anese com anies to the Plan-Do-Check-Act (PDCA) cycle (developed byShewart)
Developed 14 Points for managers
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PDCA Cycle
1. PLAN1. PLAN
Identify imIdentify im--4. ACT4. ACT
PermanentlyPermanently
develop plandevelop planimprovementsimprovements
..
Try plan onTry plan ona test basisa test basis
..
Evaluate planEvaluate planto see if itto see if it
worksworks
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Demings 14 Points for Managers1. Create constancy of purpose toward product
quality to achieve organizational goals. e use o a ow common y accep e eve s o
poor quality.
4. Use fewer suppliers, selected based on qualityand dependability instead of price
5. Instill programs for continuous improvement of costs, quality, service, and productivity
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Demings 14 Points for Managers6. Train all employees on quality concepts7. Focus su ervision on hel in eo le do
a better job
encourage two-way communicationsbet een orkers nd m n ement
9. Eliminate barriers between departments-
10. Eliminate the use of numerical goalsan s ogans o ma e wor ers wor
harder
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Demings 14 Points for Managers11. Use statistical methods for continuous
improvement of quality and productivityinstead of numer. quotas
12. Remove barriers to pride of workmanship13. Encourage education and self-
14. Clearly define managements permanent
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Quality Gurus
Philip B. Crosby Wrote Quality Is Free in 1979 Company should have the goal of zero
defects
Cost of poor quality is greatlyun erest mate Traditional trade-off between costs of
mprov ng qua y an cos s o poor qua yis erroneous
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Quality Gurus
Armand V. Feigenbaum Developed concept of total quality control
(TQC) Responsibility for quality must rest with the
persons who do the work (quality at the
Kaoru Ishikawa
Wrote Guide to Quality Control in 1972 Credited with the concept of quality circles Suggested the use of fishbone diagrams
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Quality Gurus Joseph M. Juran
Like Deming, discovered late by US companies
Played early role in teaching Japan about quality Wrote Quality Control Handbook
Genichi Taguchi
Contends that constant adjustment of processesto achieve product quality is not effective Instead, products should be designed to be
variation
Q li D i h P d i i
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Quality Drives the Productivity
If production does it right the first timean pro uces pro ucts an serv ces t atare defect-free, waste is eliminated andcosts are re uce .
Estimated that 20-25% of COGS in theUS is spent on finding and correctingerrors
Quality management programs today areviewed b man com anies asproductivity improvement programs.
O h A f h Q li
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Other Aspects of the Quality
Just-in-time (JIT) and lean manufacturing
Product standardization Automated e ui ment Preventive maintenance
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JIT Manufacturing A system of enforced problem solving
In-process inventories are drasticallyre uce
Any interruption causes production tostop Quality problems are immediately
addressed The necessar teamwork contributes to
increased pride in quality
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Quality Management Recognition
Malcolm Baldrige National Qualitywar
Deming Prize ISO 9000 Standards
M l l B ld ig N ti l
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Malcolm Baldrige National
Awards given annually to US firms
Nearly all states have quality awardprograms styled after the Baldrige Award Criteria include
Leadership Strategic planning Customer and market focus Human resource focus Process management Bus ness resu ts
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The Deming Prize Awarded by the Union of Japanese
Scientists and Engineers Recognizes companies that have
demonstrated successful qualityimprovement programs
All (not just Japanese) firms are eligible Four top-management activities recognized
Senior management activities
Customer satisfaction activity Employee involvement activities ra n ng act v ty
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ISO 9000 Standards Quality management guidelines developed
by the International Organization for
Standardization Com anies become certified b a l in tothird-party providers who assess the level of
conformit to the standards More than 300,000 companies worldwide
- The US big three automakers have adopted
s m se o s s c e -
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ISO 9000 Standards Standards based on 8 quality management
rinci les
Customer focused organization Leadershi Involvement of people
Process approach System approach to management Continual improvement
Factual approach to decision making Mutually beneficial supplier relationship
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Total Quality Management (TQM)
rograms Motorola - Six Si ma
Xerox - Leadership through Quality- n
Quality, Pretty Darn Quick
Hew ett-Pac ar - Total Quality Control
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Elements of TQM Top management comm tment an
involvement us omer nvo vemen Design products for quality es gn pro uct on processes or qua ty Control production processes for quality Developing supplier partnerships Customer service, distribution, and
installation Building teams of empowered employees Benchmarking and continuous improvement
Top Management
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Top Management
Support must be genuine or TQM will be
seen as ust anot er pass ng a Fundamental changes must occur in the
culture of the organization
Such fundamental chan es are not easbut are impossible without topmana ements commitment andinvolvement
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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 andactivities that do not contribute
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Designing Products for Quality Designing for Robustness
undesirable conditions occur in production orinfield. Designing for Manufacturability (DFM)
Products typically have fewer parts and can beassembled quickly, easily, and error-free.
Designing for Reliability
Manufacturing parts to closer tolerances. Usingredundant components where necessary.
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Designing for Reliability Each part of a product is designed for a given
level of component reliability Component reliability is defined as the
probability that a part will not fail in a givenme per o or num er o r a s un er or nary
conditions of use
are: Failure Rates (FR and FR n) Mean Time Between Failures (MTBF)
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Designing for Reliability
Reliability= -
Failure Rates FR =
Number tested
n
FR =Unit-hours of operation
Mean Time Between Failures
n
n - ours o opera onMTBF = =
Number of failures FR
f l b l
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Designing for Reliability The combined reliability of all the components in a
product forms the basis for system reliability (SR) en n n epen ent cr t ca components are com ne
into a product, the SR is determined by:
SR = CR 1 x CR 2 x CR 3 x x CR n
Consider a product with 50 identical critical components: If each com onents CR = 99.5%, then SR = 77.8%
If each components CR = 98.0%, then SR = 36.4% If each components CR = 90.0%, then SR = 0.5%
E l Alli d S i h
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Example: Allied Switch Reliability
having three critical components that.
reliability of .96, .90, and .98.s e sys em e y o e
machine?
SR = (CR 1) (CR 1) (CR 1)= . . .
= .847
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E l Alli d S it h
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Example: Allied Switch Reliability
First, compute the CR for the redundant parts.
CR = Probability of primary componentworking + [(Probability of backup componentworking) x (Probability of needing backupcomponent)]
= .90 + [(.90) x (.10)] = .90 + .09 = .99
o com te the s stem reli bilit SR = (.96) (.99) (.98) = .931
Designing and Controlling
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g g g
The responsibility of producing products
o g qua ty rests w t t e wor ersproducing the product
Two types of factors introduce variation
in production processes Controllable factors - can be reduced byworkers and management
Uncontrollable factors - reduced only byredesigning or replacing existing processes
Process C p bilit
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Process Capability
Process capability is a production processa ty to pro uce pro ucts w t n t e es reexpectations of customers.
The process capability index (PCI) is a way of
measuring that ability.
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Process Capability Index (PCI)
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Process Capability Index (PCI)LLLL ULUL
PCI = 0.8PCI = 0.8ProcessProcessis notis not
capa ecapa e
PCI = 1.0PCI = 1.0ProcessProcess
isisca ableca able
PCI = 1.2PCI = 1.2ProcessProcessis quiteis quite
Example: Process Capability
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Example: Process CapabilityIn or er or a certa n mo e part to
be considered acceptable, the molding
limited range of temperature. The lowero o.Three molding machines being
, ,deviations of A = 2.50, B = 1.25, and = 1.75.
Which of these machines are capableof roducin the art in accordance withthe temperature requirements?
Example: Process Capability
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Example: Process CapabilityPCIA = (465 - 455) / (6(2.50)) = 10/15 = 0.67PCIB = (465 - 455) / (6(1.25)) = 10/7.5 = 1.33PCI
C= (465 - 455) / (6(1.75)) = 10/10.5 = 0.95
,with a PCI well below 1.00. Machine B
above 1.00. Machine C falls slightly.
Developing Supplier Partnerships
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Developing Supplier Partnerships
Supplier becomes part of the customersprogram
The relationship between the supplier andthe customer becomes long-lasting and
durable
Customer Service, Distribution,
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Packaging, shipping, and installationmust e nc u e n .
Warehousing, marketing, and thedistribution function must be committed
to perfect quality. Contact between the customers and thefirms roduct must be lanned and
managed to provide satisfied customers.
Building Teams of Empowered
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Employee training programs Employees at all levels are trained in quality.
Works teams and empowerment Workers are given the authority to act.
lit t the so rce Workers are responsible for their own work.
Small groups of employees who analyze and
improvement programs.
Benchmarking and Continuous
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Benchmarking The practice of establishing internal
standards of performance by looking to howwor -c ass compan es run e r us nesses
Continuous Improvement The company makes small incremental
improvements toward excellence on acon nua as s
Quality Management in Services
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Quality Management in Services
Since many services are intangible, it iscu t to eterm ne t e r qua ty
Customers set their own standards forservices
Perceived ualit of service affected b thesurroundings
determines in large part the quality of the
Just-in-TimeSuccess Factors
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Success Factors
SuppliersSuppliers
LayoutLayoutEmpowermentEmpowerment
InventoryInventoryQualityQualityJIT
PreventivePreventiveMaintenanceMaintenance SchedulingScheduling
Operations Management, 6E (Heizer &Render) 2001 by Prentice Hall, Inc., Upper
Saddle River, N.J. 07458S12-62
ISO 9000
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ISO 9000 Series of standards agreed upon by the
International Organization for Standardization
Ado ted in 1987
More than 100 countries
A prerequisite for global competition?
rec s you o ocumen w a youdo and then do as you documented."
ISO 9000 Series
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ISO 9000 Series 9001
Model for ualit Assurance in Desi n Production Installation, and Servicing.
Model for Quality Assurance in Production
and Installation 9003
Inspection Test
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Quality Management and Quality AssuranceStandards: Guidelines for Selection and Use
9004
Quality Management and Quality Systememen s-- u e nes
Three Forms of ISO
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First party : A firm audits itself against ISOstan ar s.
Second party : A customer audits its
supplier.
Third art : A " ualified" national or
international standards or certifyinga enc serves as auditor.
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Level of re istration has one u
significantly even though some companiesw r l w h n r Some saw it as a plot to bar US entry into
Certification is often easy, especially if
company as qua ty system n p ace Lack of certification could im act world-
wide competitiveness for the company
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They just provide criteria for measuringqua y sys ems
They do not require prescribed method ofprocess control
Provides opportunities and frustrations
pp es o a n us r es
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Improves operational efficiency Improves profitability
Improves export sales
Improves on-time deliveries-
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versus e a r ge war
Which should we pursue first?
What are the differences between the two?
o you ave to e cert e e oregoing for the Baldrige Award?
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v u w
ISO provides building blocks for Baldrige
ISO more limited in scope
Just a basic standard of minimal requirements
Worth perhaps about 400 Baldrige points
Designed to be inclusive not exclusive
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- THROUGH TQP MODEL
TOTAL QUALITY PRACTICES (TQP) MODEL
TQM
TPM
ISO
PPC
5S
COMPARISON BETWEEN TQM
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MANAGEMENT PRINCIPLESISO 9001:2000 TQM
Leadership1. Leadership
2. Customer FocusOrganization
Total Customer Satisfaction
Total Involvement3. Employee
Involvement Cooperation & Teamw ork
4. Process Approach Ownership5. System Approach Error Prevention6. Continual Im rovement Continuous Im rovement7. Fact B ased Decision
Making8. Supplier-Relationship Total Involvement
Training & EducationReward & recognition