Perencanaan & Pengendalian KualitasPengertian Dasar

Sub Pokok Bahasan

• Pengertian Kualitas• Perkembangan Konsep Manajemen Mutu• Ruang Lingkup

Standar Kompetensi

• Pada akhir semester ini, mahasiswa jurusan Teknik Industri semester V, akan dapat mengembangkan konsep Pengendalian dan Penjaminan Mutu.

Kompetensi Dasar

• Jika diberikan materi pengertian dasar mutu, mahasiswa jurusan Teknik Industri semester V akan dapat menjelaskan dasar–dasar Pengendalian dan Penjaminan Mutu dan perkembangan konsep manajemen mutu terakhir minimal 80 % benar minimal 80% benar

“Quality have ranged in scope from narrow definitions such as ‘meeting

engineering specifications on the shop floor’ to broad societal-oriented

definitions” (Kolarik, 1995)

2 Dimensions of Quality

• Fitness for Use - Customer’s Perspective• Fitness to Specification - Specification-based

Perspective

Definisi Kualitas

• Definisi Kualitas akan tergantung pada sudut pandang konsumen– Fitness for use (Juran, 1989)– Conformance to requirement (Crosby, 1979)– Value perceived by the customer

• Product quality encompasses those characteristics which the product must possess if it is to be used in the intended manner (Mizuno, 1988)

• Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs (ISO 9000, 1992)

• Quality is a physical or nonphysical characteristic that constitutes the basic nature of a thing or is one of its distinguishing features (Webster’s New World Dictionary)

• Quality is the total composite product and service characteristics of marketing, engineering, manufacture and maintenance through which the product and service in use will meet the expectations of the customer (Feigenbaum, 1983)

Quality (Deming, 1986)

“Quality can be defined only in terms of the agent. Who is the judge of quality?

In the mind of the production worker, he produces quality if he can take pride in his work.

Poor quality, to him, means loss of business, and perhaps of his job. Good quality, he thinks, will

keep the company in business. His job is also, whether he knows it or not,

continual improvement of leadership”

...(Deming, 1986)

• Quality has many different criteria• And that these criteria change continually• Different people value the various criteria

differently it is important to measure consumer preferences and to remeasure them frequently...

Ishikawa’s Definition of Quality

“Quality and customer satisfaction are the same thing....”

“Quality is a broad concept that goes beyond just product quality, to also include the quality of people, processes, and every aspect of the

organization”

So...

• Quality involves meeting or exceeding customer expectations

• Quality applies to products, services, people, processes and environments

• Quality is an ever-changing state (i.e. What is consider quality today may not be good enough to be considered quality tomorrow)

Quality is...

– Customer satisfaction and loyalty, that is achieved through 2 dimensions:• Features

– Have a major effect on sales income– Features refers to quality of the design

• Freedom from deficiencies– Has a major effect on costs through reductions in scrap,

rework, complaints and other results of deficiencies– Freedom from deficiencies refers to quality of conformance

Features Lower Deficiencies

SharePrice Speed WasteWarranty

Income Cost

Profit

Two Dimensions of QualityManufacturing Industries Service Industries

FeaturesPerformance Accuracy

Reliability Timelines

Durability Completeness

Ease of Use Friendliness and Courtesy

Serviceability Anticipating customer needs

Esthetics Knowledge of server

Availability of options and expandability Appearance of facilities and personnel

Reputation Reputation

Freedon from DeficienciesProduct free of defects and errors at delivery, during use, and during servicing

Service free of errors during original and future service transaction

All processes free of rework loops, redundancy and other waste

All processes free of rework loops, redundancy and other waste

Dimensions of Quality (Garvin, 1987)

• Performance (will the product do the intended job?)• Reliability (how often does the product fail?)• Durability (how long does the product last?)• Serviceability (how easy is it to repair the product?)• Aesthetics (what does the product look like?)• Features (what does the product do)• Perceived quality (what is the reputation of the

company or its product?)• Conformance to standards (is the product made exactly

as the designer intended?)

Why Quality

• Competition• The Customer-Focused Organization• Higher Levels of Customer Expectation• Performance Improvement• Changes in Organization Forms• Changing Workforce• Information Revolution• Electronic Commerce• Role of “Quality Department”

Perkembangan Konsep Manajemen Kualitas

Year Milestone

1911 Frederick W. Taylor publishes The Principle of Scientific Management, giving birth to such techniques as time and motion studies

1931 Walter A. Shewart of Bell Laboratories introduces statistical quality control in his book Economic Control of Quality of Manufactured Products

1940 W. Edward Deming assists the U.S. Bureau of the Census in applying statistical sampling techniques

1941 W. Edward Deming joins the U.S. War Department to teach quality control techniques

1950 W. Edward Deming addresses Japanese scientists, engineers and corporate executives on the subject of quality

1951 Joseph M. Juran publishes the Quality Control Handbook

1961 Martin Company (later Martin-Marietta) builds a Pershing missile that has zero deffects

1970 Philip Crosby introduces the concept of zero defect

1979 Philip Crosby publishes Quality is Free

1980 Television documentary If Japan can... Why Can’t We? Airs, giving W. Edwards Deming renewed recognition in the United States

1981 Ford Motor Company invites W. Edward Deming to speak to its top executives, whichbegins a rocky but productive relationship between the automaker and the quality expert

1982 W. Edward Deming publishes Quality, Productivity and Competitive Position

1984 Philip Crosby publishes Quality without Tears: The Art of Hassle-Free Management

1987 - U.S. Congress creates the Malcolm Baldrige national Quality Award

- Motorola introduces “Six Sigma” Method

1988 - Secretary of Defense Frank Carlucci directs the U.S. Department of Defense to adopt total quality- Tom Peters writes in In Search of Excellence

1989 Florida Flower and Light wins Japan’s coveted Deming Prize, the first non-Japanese company to do so

1993 The total quality approach is widely taught in U.S. Colleges and universities

2000 The ISO 9000 standard is rewritten to incorporate total quality concepts

2001 E-commerce (information quality) and mass customization are important considerations

•Kualitas selalu menjadi faktor utama dalam keputusan pembelian•Tuntutan/kesadaran konsumen akan kualitas mengalami peningkatan dari waktu ke waktu•Tingkat persaingan semakin tinggi pilihan lain jika kecewa semakin banyak

Kualitas menjadi hal utama yang diperhatikan oleh perusahaan

HAMPIR SEMUA PERUSAHAAN (KHUSUSNYA BIDANG MANUFAKTUR) MEMPUNYAI BAGIAN QUALITY CONTROL atau

QUALITY ASSURANCE

Perkembangan Konsep Manajemen Kualitas

q

Inspection(Inspeksi)

Total Quality Management(Manajemen Kualitas Terpadu)

Quality Assurance(Penjamin Kualitas)

Quality Control(Pengendalian Kualitas)

Sistem Inspeksi (Tahun 1920-an)

• Mensortir (shorting)• Menyelamatkan (salvage)• Tindakan korektif (corrective action)• Mengidentifikasi sumber (source)

ketidaksesuaian (non-conformance)

Sistem Pengendalian Kualitas (Tahun 1940-an)

• Mengembangkan manual kualitas (develop quality manual)

• Data performa proses (process performance data)• Pengetesan produk (testing product)• Perencanaan kualitas dasar (basic quality planning)• Inspeksi mandiri (self-inspection)• Menggunakan statistik dasar (use of basic

statistics)

Sistem Penjaminan Kualitas (tahun 1970-an)

• Perencanaan kualitas lanjut (advanced quality planning)• Manual kualitas terpadu (comprehensive quality manual)• Menggunakan biaya/ongkos kualitas (use of quality cost)• Melibatkan operasi di luar bagian produksi (involvement of

non-production operations)• Pengendalian proses statistik (statistical process control)• Menganalisa penyebab dan akibat (failure mode and effect

analysis)• Menerapkan sistem audit

• Quality Assurance is work discipline, a gathering of procedures that document what people are supposed to do. This is intended to organize information for the benefit of building a path for work to follow.

Sistem Manajemen Kualitas Terpadu (Total Quality Management, tahun 1970-an – sekarang)

• Menerapkan sistem perbaikan berkelanjutan (aim for continuous improvement)

• Keterlibatan semua operasi (involve all operations)• Melibatkan pemasok dan konsumen (involve

suppliers & customers)• Kerjasama tim (teamwork)• Melibatkan pekerja (employee involvement)• Pengukuran performa (performance measurement)

Frederick Winslow Taylor(1856 – 1915)

• Setiap orang hgarus mempunyai tugas yang jelas dan harus diselesaikan dalam satu hari

• Pekerjaan harus memiliki peralatan yang standar untuk menyelesaikan tugas yang menjadi bagiannya

• Bonus dan intensif wajar diberikan kepada yang berprestasi maksimal

• Penalti yang merupakan kerugian bagi pekerjaan yang tidak mencapai sasaran yang telah ditentukan

• “The Father of Scientific Management”• Division of work concept• Time and Motion Study

Walter A. Shewhart(1891 – 1967)

• Stressed that bringing a production process into a state of statistical control, where there is only chance-cause variation, and keeping it in control, is necessary to predict future output and to manage a process economically

• The father of statistical quality control• Introduce the control chart as a tool for distinguishing

between assignable-cause and chance-cause

“It seems reasonable to believe that there is an objective state of control, making possible the prediction of quality within limits even though the causes of variability are unknown... It has been pointed out that by securing this state of control, we can secure the following advantages:– Reduction in the cost of inspection– Reduction in the cost of rejection– Attainment of maximum benefits from quantity production– Attainment of uniform quality even though the inspection test is

destructive– Reduction in tolerance limits where quality measurement is

indirect”

William Edwards Deming(1900 – 1993)

• “Quality” Guru• His business philosophy is summarized in his

famous “14 Points” that rest on a system of profound knowledge that has 4 parts: the system approach, understanding of statistical variation, the nature and scope of knowledge and psychology to understand human behaviour

• The quality master who develop Japan’s “road map” to quality• Quality required a reorientation of priorities toward customer

satisfaction, statistical quality control, learning, respect for workers and workmanship and long-term commitment to true leadership

“ Is it sufficient to have happy customers?

“The customer never invented anything. The customer generates nothing. He

takes what he gets”

“Innovation comes from freedom. It comes from those who are obligated to no one. It comes from people who are responsible only to themselves”

“Competition is bad. Competition in and between organizations, whether they be manufacturers,

govenrment or education, is the worst thing that can happen to an organization. Infighting between different parts of organizations for

resources is one of the most destructive forces in modern organizations. “

“I credit Japan’s lack of competition for its phenomenal success”

“How utterly futile it is to blame workers for system problems that are

beyond their control”

“If you dont have a theory, you dont have an experience. Without theory there is no

observation; than there is no experience”“ISO 9000 shows a lack of brains”

“Zero defects down the tubes we go”“Benchmarking is the last stage of

civilization”

“Supervisor has two resposibilities:To assist those who need special help

AndTo improve the system”

Deming 14 Points1. Create and publish to all employees a statement of the aims and purposes of the company or

other organization. The management must demonstrate constantly their commitment to this statement.

2. Learn the new philosophy, top management and everybody. 3. Understand the purpose of inspection, for improvement of processes and reduction of cost. 4. End the practice of awarding business on the basis of price tag alone. 5. Improve constantly and forever the system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear. Create trust. Create a climate for innovation. 9. Optimize toward the aims and purposes of the company the efforts of teams, groups, staff areas. 10. Eliminate exhortations for the work force. 11. Eliminate numerical quotas for production. Instead, learn and institute methods for

improvement. 11. Eliminate MBO. Instead, learn the capabilities of processes, and how to improve them.12. Remove barriers that rob people of pride of workmanship. 13. Encourage education and self-improvement for everyone. 14. Take Action to accomplish the transformation

Demings 14 Points

1. Constancy of purpose

Create constancy of purpose for continual improvement of products and service to society, allocating resources to provide for long range needs rather than only short term profitability, with a plan to become competitive, to stay in business, and to provide jobs.

2. The new philosophy

Adopt the new philosophy. We are in a new economic age, created in Japan. We can no longer live with commonly accepted levels of delays, mistakes, defective materials, and defective workmanship. Transformation of Western management style is necessary to halt the continued decline of business and industry

3. Cease dependence on mass inspection

Eliminate the need for mass inspection as the way of life to achieve quality by building quality into the product in the first place. Require statistical evidence of built in quality in both manufacturing and purchasing functions.

4. End lowest tender contracts

End the practice of awarding business solely on the basis of price tag. Instead require meaningful measures of quality along with price. Reduce the number of suppliers for the same item by eliminating those that do not qualify with statistical and other evidence of quality. The aim is to minimize total cost, not merely initial cost, by minimizing variation. This may be achieved by moving toward a single supplier for any one item, on a long term relationship of loyalty and trust. Purchasing managers have a new job, and must learn it.

5. Improve every process

Improve constantly and forever every process for planning, production, and service. Search continually for problems in order to improve every activity in the company, to improve quality and productivity, and thus to constantly decrease costs. Institute innovation and constant improvement of product, service, and process. It is management's job to work continually on the system (design, incoming materials, maintenance, improvement of machines, supervision, training, retraining).

6. Institute training on the job

Institute modern methods of training on the job for all, including management, to make better use of every employee. New skills are required to keep up with changes in materials, methods, product and service design, machinery, techniques, and service.

7. Institute leadership

Adopt and institute leadership aimed at helping people do a better job. The responsibility of managers and supervisors must be changed from sheer numbers to quality. Improvement of quality will automatically improve productivity. Management must ensure that immediate action is taken on reports of inherited defects, maintenance requirements, poor tools, fuzzy operational definitions, and all conditions detrimental to quality

8. Drive out fear

Encourage effective two way communication and other means to drive out fear throughout the organization so that everybody may work effectively and more productively for the company.

9. Break down barriers

Break down barriers between departments and staff areas. People in different areas, such as Leasing, Maintenance, Administration, must work in teams to tackle problems that may be encountered with products or service.

10. Eliminate exhortations

Eliminate the use of slogans, posters and exhortations for the work force, demanding Zero Defects and new levels of productivity, without providing methods. Such exhortations only create adversarial relationships; the bulk of the causes of low quality and low productivity belong to the system, and thus lie beyond the power of the work force.

11. Eliminate arbitrary numerical targets

Eliminate work standards that prescribe quotas for the work force and numerical goals for people in management. Substitute aids and helpful leadership in order to achieve continual improvement of quality and productivity

12. Permit pride of workmanship

Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This implies, among other things, abolition of the annual merit rating (appraisal of performance) and of Management by Objective. Again, the responsibility of managers, supervisors, foremen must be changed from sheer numbers to quality.

13. Encourage education

Institute a vigorous program of education, and encourage self improvement for everyone. What an organization needs is not just good people; it needs people that are improving with education. Advances in competitive position will have their roots in knowledge.

14. Top management commitment and action

Clearly define top management's permanent commitment to ever improving quality and productivity, and their obligation to implement all of these principles. Indeed, it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to—that is, what they must do. Create a structure in top management that will push every day on the preceding 13 Points, and take action in order to accomplish the transformation. Support is not enough: action is required!

Joseph M. Juran (1904 – 2008)

• The “father” of quality• Contributions:

– Pareto Principle(the vital few and the trivial many)

– The Juran Trilogy Quality Planning, Quality Control and Quality Improvement

• Emphasizes the importance of a balanced approach using managerial, statistical and technological concept of quality

• Management Theory of Quality – widely credited for adding the human dimension to quality management – pushed for the education and training of managers

• Resistance to change (cultural resistance) was the root cause of quality issues• Juran’s vision of quality management extended well outside the walls of the

factory to encompass non-manufacturing processes, especially those that might be thought of as service related

An Operational Framework of Three Quality Process

Quality Improvement

QualityPlanning

QualityControl

Holding the Gains

Pareto AnalysisiBreakthrough

Project by Project

Managing for Quality

Quality Planning Quality Control Quality Improvement

Determines who the customers are

Evaluate actual product performance

Establish the infrastucture

Determines the needs of the customers

Compare actual performance to product goal

Identify the improvement projects

Develop produc features that respond to customer’s needs

Act on the difference Establish project team

Develop processes able to produce the product features

Provide the teams with resources; training, and motivation to:

Transfer the plans to the operating forces

•Diagnose the causes•Stimulate remedies•Establish controls to hold the gains

Philip B. Crosby

• “Quality is Free” and “Zero Defects”

• Quality is conformance to requirements• The system of quality is prevention• The performance standard is zero defect• The measurement of quality is the price of non-

conformance

Armand V Feigenbaum(Born 1922)

• The originator of “Total Quality Control”

• Three steps to Quality– Quality Leadership– Modern Quality Technology– Organisational Commitment

Kaoru Ishikawa

• Ishikawa developed the concept of true and of substitute quality characteristics

• The degree of match between true and substitute quality characteristics ultimately determines customer satisfaction

• 7 tools of quality:– Cause effect diagram (ishikawa diagram)– Stratification– Check sheet– Histogram– Scatter diagram– Pareto chart (vital few, trivial many)– Graph and statistical control charts

• 1920– The quality of the end or finished product– Tool used were from the Bell System of

acceptance sampling, inspection plans and control charts

– The ideas of Frederick Winslow Taylor dominated

• Frederick W. Taylor• Walter A. Shewhart• Edward Deming• Joseph M. Juran• Philip B. Crosby – Quality is free• AV Feigenbaum – three steps to quality• Kaoru Ishikawa• Genichi Taguchi• Shigeo Shingo