why quality
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whywhyQ U A L I T YQ.U.A.L.I.T.Y
Quality LeadershipQuality Leadership
tantangantantangan
b li i k• Daya beli meningkat• Value dari customer makin tinggigg• Ekspektasi makin ber variasi• Pilihan makin beragam• Pilihan makin beragam• Loyalitas sangat bergoyang• Membangun Image produk dan service Indonesia itu (bisa) berkualitas( )
• Setiap pekerjaan mensyaratkan Sertifikasi
Not the Desired Outcome for SSMENot the Desired Outcome for SSMENot the Desired Outcome for SSME…Not the Desired Outcome for SSME…
Pl i h dPl i h dPlan without proper dataPlan without proper data
D K L LDATA KECELAKAAN LALU LINTASDI INDONESIA
Jumlah Kecelakaan di Indonesia
9162387020
90000100000
Jumlah Kecelakaan di Indonesia Tahun 2000-2010
4955359164 62960 66488
60000700008000090000
ensi
12649 12791 12267 13399 17732
49553
300004000050000
Frek
ue
12649 12791 12267 13399
01000020000
2000' 2001' 2002 2003' 2004' 2005' 2006' 2007' 2008' 2009' 2010'2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Sumber : Kantor Kepolisiian Republik Indonesia
Sumber: Database KNKT sampai dengan 27 Desember 2011
SERVICE QUALITYSERVICE QUALITY
Service quality is a comparison of Se ce qua ty s a co pa so oexpectations with performance
The PDSA CycleThe PDSA CycleyyPlan
Act
Do
9-12
Study
The Process Improvement CycleThe Process Improvement CycleSelect aprocessp
St d /d t
Document
Study/document
Evaluate
Seek ways toImplement theImproved process
Seek ways toImprove it
Design anImproved process
9-13
Improved process
CauseCause--andand--Effect DiagramEffect Diagramgg
MaterialsMethods
C
CauseCause
EffectEnvironment
CauseCause
Cause CauseEffect
CauseCause
Cause
Cause
Cause
Cause
EquipmentPeople
CauseCause
9-14
Run ChartRun Chart
0 58
0.540.560.58
ter
0 480.5
0.52
Dia
met
0 440.460.48D
0.441 2 3 4 5 6 7 8 9 10 11 12
Time (Hours)
9-15
Tracking ImprovementsTracking Improvementsgg
UCLUCLUCL
UCL
LCL
LCL
LCLLCL
P t t dProcess centeredand stable
Additional improvementsmade to the process
Process not centeredand not stable
and stable
Commitment to reduce Variation
9-16
Methods for Generating IdeasMethods for Generating Ideasgg
B i t i Brainstorming
Quality circlesQuality circles
Interviewing
Benchmarking
5W2H
9-17
Broad DimensionsBroad Dimensions of of Service QualityService QualityQ yQ y ReliabilityReliability –– perform promised service dependably perform promised service dependably yy p p p yp p p y
and accuratelyand accuratelyR iR i illi / di t idilli / di t id Responsiveness Responsiveness -- willingness/readiness to provide willingness/readiness to provide prompt serviceprompt service
CompetenceCompetence -- possess knowledge and skill to perform possess knowledge and skill to perform the servicethe servicethe servicethe service
Access Access -- approachability and ease of contact of approachability and ease of contact of i li lservice personnelservice personnel
CourtesyCourtesy -- politeness, consideration, and friendliness politeness, consideration, and friendliness yy p , ,p , ,of service personnel of service personnel cont…cont…
Broad DimensionsBroad Dimensions of Service Quality of Service Quality –– cont.cont.
CommunicationCommunication -- keeping customers informed; keeping customers informed; p g ;p g ;listening to customerslistening to customersC dibilitC dibilit t t th b li bl h tt t th b li bl h t CredibilityCredibility -- trustworthy, believable, honesttrustworthy, believable, honest
SecuritySecurity -- freedom from danger, risk, or doubtfreedom from danger, risk, or doubt Understanding/knowing customerUnderstanding/knowing customer -- knowing knowing
customer’s needscustomer’s needscustomer s needscustomer s needs TangiblesTangibles -- physical evidence of service physical evidence of service
Parasuraman, A. Zeithaml, V., and Berry, L. (1985). Parasuraman, A. Zeithaml, V., and Berry, L. (1985).
Whose perspective?Whose perspective?Lens of the
productspeople
Lens of the organisation
products
processes service
outcomes results
benefits Lens of the
20
Lens of the customer
Quality menurut siapa?Quality menurut siapa?
• Banyak lembaga memberi award tentangQualityy
• Siapa yang paling pantas menilai ? CUSTOMER!A j i ? S i bili !!!• Apa jaminan nya ? Sustainability!!!
Return on Quality
• Satisfaction is measured for all key ll llprocesses, as well as overall
• Attractive to managers (but does need g (customer survey data, internal company information and competitor financial pinformation as inputs)
• Service based become knowledge baseService based become knowledge base• Does satisfaction precede quality?
kresnayana yahya
ScorecardScorecard
EmployeeSatisfaction
CustomerSatisfaction
Accountability Financial y& Process Results
Copyright © 2004 Service Strategies Corporation
90%
ABC LtdABC Ltd.
Satisfaction fIndex
70%
80.4% 60%
50%
24
QUALITY PROCESSQUALITY PROCESS
QUALITY ASSURANCEQUALITY ASSURANCE
• DARI DESIGN process sampai Design Perilaku• Dari VISI dan Quality Value bisa membangunDari VISI dan Quality Value bisa membangunQuality CultureM j i b k l j• Menjamin secara berkelanjutanPerilaku, sikap, tanggung jawab kerja
QUALITY OF LIFEQU O
Tumbuh ditengah kesemrawutanTumbuh ditengah kesemrawutan
Quality Perilaku di jalan
The Ed ti
The
Education Factor
The Health
QUA ITY
Spiritual Factor
The Health and Safety Factor
QUALITY OFOF
LIFEThe work The Family factor
yFactor
The Psycholigil F t
The Stress Factorcal Factor
It appears the United States isn’t one of It appears the United States isn’t one of pp
the top countries offering the best quality‐of‐life according to the Economist Intelligence Unit (EIU a sister company of The Economist) which
pp
the top countries offering the best quality‐of‐life according to the Economist Intelligence Unit (EIU a sister company of The Economist) which(EIU, a sister company of The Economist) which “earnestly” tried to figure out which country will provide “the best opportunities for a healthy, safe
and prosperous life.”
(EIU, a sister company of The Economist) which “earnestly” tried to figure out which country will provide “the best opportunities for a healthy, safe
and prosperous life.”and prosperous life.and prosperous life.
Qualitative PerceptionsQualitative Perceptions
RETURN ON QUALITYRETURN ON QUALITY
Return on Quality (ROQ):Making Service QualityFinancially Accountable
QUALITY IS F R E E !!!QUALITY IS F.R.E.E. !!!
“Quality is the result of a carefully constructed culturaenvironment It has to be the fabric of the organizationenvironment. It has to be the fabric of the organization,
not part of the fabric.” – Phil Crosby
Quality ImprovementQuality Improvement
M d lModel
QUALITY IS K E YQUALITY IS K.E.Y.
Kaizen process
Focus : Customers Focus : Customers. Strategy : Continuous small steps. Approach : Start with what you have. Methodology : Change what you have & learn. Process : Simultaneous process. Value addition : Eliminate non value added Value-addition : Eliminate non-value added
processes. Human resource : People involved in the operation Human resource : People involved in the operation. Technology : Less technology required.
The Kaizen Umbrella
• Customer orientation, • Kanban,
• TQC,
• Robotics,
• Quality improvement,
• Just-in-time,
• Suggestion system,
• Automation,
• Zero defects,
• Small group activities,,
• Discipline in work place,
• TPM
• Cooperative labour management relations,
TPM.• Productivity improvement,
• New-product improvement.
Quality Culture
Values are building blocks of culture; organizational values constitute the culture of the organizations the set of beliefs thatconstitute the culture of the organizations, the set of beliefs that people share about what sort of behaviour is correct & incorrect.
A Quality (TQM) culture can be created, if the management of an organization starts learning the values of people.
A Quality culture is reflected through :
B li f i Q lit / St t f Q lit / L d hi Belief in Quality / Strategy for Quality / Leadership-driven / Customer satisfaction / People involvement / Empowerment.Empowerment.
Changes required to implement Quality Culture
From Traditional Culture To TQM Culture• Hierarchy style,• Top-down information flow,• Inward quality focus
• Participative style,• Top, upward & lateral flow,• Customer driven quality focus• Inward quality focus,
• Functional focus,• Short-term planning,
• Customer-driven quality focus,• Process focus,• A vision for the future,
• Sporadic improvement,• Manage & Delegate,• Counsel,
• Continual improvement,• Lead & Coach,• Ownership & Participation,Counsel,
• Direct,• Firefighting with few individuals
/ groups
Ownership & Participation,• Empower,• Team initiatives, group focusing
on continual improvement/ groups,• Enforcement.
on continual improvement,• Mutual trust.
Principles of Quality Improvement
“Quality is never an accident; it is always the result of high intention sincere effort intelligent directionof high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.”of many alternatives.
William Foster
44
(many variations attributed to others)
Personnel understand the benefits and empowerment pof working within a quality oriented system Defined processes Efficiencies Efficiencies Measurement tools Defensibility
Quality Points of View Internal quality – conformance to the project design External quality – Receiving the expected service that meets the External quality – Receiving the expected service that meets the
project requirements
Quality Culture
Quality Assurance Training
Management consists of planning organizing, directing, assurance, and control.
Effective supervisors must be adaptable and be able to maintain Effective supervisors must be adaptable and be able to maintain their perspective in the face of rapidly changing conditionstheir perspective in the face of rapidly changing conditionstheir perspective in the face of rapidly changing conditions.their perspective in the face of rapidly changing conditions.
© 1–50
© 2007 Thomson/South-Western. All rights reserved. 1–51
Performance ManagementPerformance Management
QI Plans &
Standards for Public Health
Councils
Q
Business Process
Improving PH processes
QI Methods & Tools
Analysisp
SUSTAINABLE QUALITY CONCEPTSSUSTAINABLE QUALITY CONCEPTS
Perusakan lingkungan hidupPerusakan lingkungan hidup
• Mindset dan perilaku manusia yang pertamadan utama
• Motif ekonomi yang tidak pedulikeberlanjutankeberlanjutan
• Process monitoring
Performance Measurement PERFORMANCE MEASUREMENTe o a ce easu e e SU
Monitoring of Performance
Monitoring of Indicators and
O t• Review of performance (Accreditation/Self-Assessment) results
Outcomes• Process and short-term
outcomesAssessment) results• Program evaluation
results
outcomes• Health indicators and
outcomesresults outcomes
Use Data to Make DecisionsUse Data to Make Decisions
U f56
Use performance assessment data to target improvementimprovement
Use data analysis tools to develop informationdevelop information
Analyze data to identify root causecause
Use data to monitor performance outcomesp
Develop data base for Planningg
The W-ModelCustomer needs Acceptance
testTest procedure,
test case inspections
Requirements System
test
Test procedure,test case inspections
Requirementsinspections
Requirements
Architectural design
ytest
Test procedure
HLD inspections
Architectural design Integrationtest
Test procedure,test case inspections
DD inspectionsDetailed design
U it t tTest procedure,
test case inspections
Code inspections
CodeUnit test
57
Code inspections
Building a House of Quality
CONTINUOUSIMPROVEMENT
FO
CU
S
TATI
ON
S
MEN
T
ENT
&A
CK
STO
MER
H E
XPEC
T
NVO
LVEM
ASS
ESSM
FEED
BA
MANAGEMENT WITH FACTS
CU
S
HIG
H IN A
MANAGEMENT WITH FACTSTRUST
SHARED VALUES AND VISIONSHARED VALUES AND VISION
DelightRequirements
Human R
Delight
Customers3 5
Results
Resource Focus
Leadership17
Strategy2Process
Management6
Dashboard to Monitor ProgressInformation and Analysis4
Hierarchical Structure of Services - 60 -
C stomerService site
Customer Satisfaction
Providing layerService
recommendationUnderstanding
methods
Employee Satisfaction
technologies & Sensing technologies
Social S ti f ti
Supporting layer
Modeling technologies of large-scale data
Collaborating aids among staffs/providers
Satisfaction
y
CollaborationUnderstanding
methods for daily livingCollaborating aids among institutes
Collaboration layer
60
61
Kerugian karena tidak ber Quality• Buang air besar dan tidak punya sanitasi
merugikan ratusan triliung
• Quality leadership dari sisi mental : korupsimerugikan ratusan triliunmerugikan ratusan triliun
• Quality process yang buruk : gagal menaikkanupah pekerja lebih dari 30 %
• Layanan buruk meniadakan keberhasilanLayanan buruk meniadakan keberhasilanmarketing sampai 30 – 40 %
• Menutupi Quality dengan kamuflase pencitraanmenghancurkan perusahaang p
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Defisit yang terjadi• Pemahaman tentang Quality secara terintegrasi
• Pendataan sebagai pra syarat MerancangPendataan sebagai pra syarat Merancang
• Pengembangan system management terpadu
• Peduli Cost dan Financial result
• Melatih melakukan mentoring CoachingMelatih, melakukan mentoring, Coaching
• Layanan Publik
• Consumer masih “nerimo”
• Penghargaan pada berpikir knowledge base• Penghargaan pada berpikir , knowledge base masih rendah
63
67
Why Improve service
S i i t ki•Service is taking iaction to create
value for someone elseelse
68
A thought to end!A thought to end!
• “You must be the change youthe change you wish to see in the world”
Thank Youa ou
Action
“c” change in classified“c” change in classified
END OF SLIDESTHANK YOU
Kresnayana YahyaEmail: [email protected]: http://www.kresnayana.com
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