Sistem Manajemen Kualitas
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Minggu 4
FRAMEWORK MANAJEMEN KUALITAS
Earlier frameworks:
Deming’s 14 points of quality management.
Juran’s 10 steps for quality improvement.
Crosby’s 4 absolutes and 14 steps for improvement.
Quality Management System model
Process, system, tools, and teams
Standardization
Total Quality Management Excellence model
Deming prize, MBNQA, EFQM
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EARLIER FRAMEWORK
Deming’s 14 points of quality management.
Create constancy of purpose for continuous improvement. Set for tomorrow, not only for
short term, but also for long term need.
Adopt and learn the new philosophy for economic stability.
Reduce and eliminate dependence on inspection to achieve quality.
End the practice of awarding business on price tag alone.
Improve constantly and for ever.
Institute on the job training.
Adopt and institute modern methods of supervision and leadership.
Drive out fear, burden responsibility.
Break down barriers between departments and individuals.
Eliminate the use of slogans, posters and exhortations.
Eliminate work standards and numerical quotas.
Remove barriers that rob the hourly worker of the right to pride in workmanship.
Institute a vigorous program of education and retraining.
Define top management's permanent commitment to ever-improving quality and productivity.
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EARLIER FRAMEWORK
Juran’s 10 steps for quality improvement.
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EARLIER FRAMEWORK
Crosby’s 4 absolutes
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EARLIER FRAMEWORK
Crosby’s 14 steps for improvement..
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EARLIER FRAMEWORK
Crosby’s 14 steps for improvement..
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EARLIER FRAMEWORK
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EARLIER FRAMEWORK
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QUALITY MANAGEMENT SYSTEM
Process, system, tools, and teams
FRAMEWORK’S
ELEMENTS
FOCUS ON
PROCESS
MANAGEMENT’S
ELEMENTS
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PEMASOK-PROSES-PELANGGAN
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QUALITY MANAGEMENT SYSTEM
A PROCESS BASED APPROACH
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QUALITY MANAGEMENT SYSTEM
Management responsibility
Commitment
Customer oriented
Quality policy
Planning
Responsibility, authority & communication
Management review
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QUALITY MANAGEMENT SYSTEM
Resource management
Availability
Human resource
Infrastructure
Work environment
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QUALITY MANAGEMENT SYSTEM
Product realisation
Planning
Customer process
Design & development
Purchasing
Production & services
Control, monitoring & measurement tools
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QUALITY MANAGEMENT SYSTEM
Measurement, evaluation and improvement
Monitoring & measurement
Control of non-conformance
Data analysis
Improvement
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OVERALL FRAMEWORK
Menginisiasi perubahan
Menentukan fokus perubahan
Menerapkan perbaikan terus menerus
Mengukur kinerja
Membangun kemitraan pemasok-pelanggan
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OVERALL FRAMEWORK
Menginisiasi perubahan
ARE THESE
NEW?
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OVERALL FRAMEWORK
Menentukan fokus perubahan
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OVERALL FRAMEWORK
Perubahan terus menerus
CHANGE
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OVERALL FRAMEWORK
Mengukur kinerja (performansi)
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OVERALL FRAMEWORK
Mengukur kinerja (balanced scorecard)
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OVERALL FRAMEWORK
Membangun kemitraan
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OVERALL FRAMEWORK
Kemitraan pemasok dan pelanggan
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TOWARDS QM EXCELLENCE
Menginisiasi perubahan
Menentukan fokus perubahan
Menerapkan perbaikan terus menerus
Mengukur kinerja
Membangun kemitraan pemasok-pelanggan
LANGKAH-LANGKAH MENUJU
…Quality Management Excellence
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THE EXCELLENCE MODELS
Deming Prize - Jepang
Malcolm Baldrige National Quality Award
(MBNQA) – Amerika (utara)
European Quality Award (EFQM) - Eropa
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DEMING PRIZE
Union of Japanese Scientists & Engineers (JUSE)
memberikan Deming Prize Award (sejak 22
September 1951, at Osaka Chamber of Commerce &
Industry) untuk individual dan organisasi yang
memiliki kontribusi yang signifikan pada
pengembangan konsep dan aplikasi manajemen &
pengendalian kualitas.
Japan Productivity Center for Socio-Economic Development
(JPC-SED) mengambil inisiatif untuk Japan Quality Award
sejak 1995. Award ini menggunakan model MBNQA sebagai
dasar.
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DEMING PRIZE
Tujuan menurut JUSE:
Memberikan penghargaan pada perusahaan yang telah
berhasil menerapkan ‘Company-wide Quality Control’
berdasarkan pengendalian statistik dan terus
menerapkannya ke masa depan.
Memiliki 2 frameworks:
Implementasi prinsip dan teknik
Peran eksekutif senior.
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DEMING PRIZE
Kriteria implementasi prinsip & teknik:
Kebijakan (policy)
Organisasi dan manajemennya
Pendidikan dan diseminasi
Pengumpulan data, komunikasi dan penggunaannya
Analisis
Standarisasi
Pengendalian dan manajemen
Penjaminan kualitas
Hasil
Rencana ke depan (future plans).
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DEMING PRIZE
Kriteria peran eksekutif senior:
Pemahaman & antusiasme
Kebijakan, tujuan & target
Sistem organisasi & SDM
Pendidikan
Implementasi
Kebijakan,
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DEMING PRIZE
Framework yang disederhanakan
Organization &
Administration
Corporate Implementation Result
Policy
Education &
Extension
Future Plans
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MALCOLM BALDRIGE AWARD
MBNQA is an annual U.S. national quality
award created by public law in 1987.
Pada awalnya untuk seluruh
Amerika Utara
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MALCOLM BALDRIGE AWARD
Kriteria MBNQA:
Customer-drive quality
Kepemimpinan
Peningkatan berkelanjutan & belajar
Partisipasi & pengembangan SDM
Response yang cepat
Perancangan kuyalitas & pencegahan
Cakupan dalam jangka panjang
Manajemen berdasarkan fakta
Pengembangan kemitraan
Tanggung-jawab perusahaan
Orientasi hasil
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MALCOLM BALDRIGE AWARD
Elemen dasar framework MBNQA:
Driver (kepemimpinan: arah, tujuan, harapan,
customer & business excellence)
System (proses yang dirancang baik untuk
memenuhi keinginan pelanggan & kinerja
organisasi)
Goal (orientasi pelanggan & kinerja bisnis)
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MBNQA FRAMEWORK
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MBNQA FRAMEWORK EVOLVED
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EUROPEAN QUALITY AWARD
In 15/09/1988, 14 CEO of leading European companies
formed the European Foundation for Quality
Management (EFQM).
In 1991 the European Quality Award (EQA) was
established and administered by the EFQM to recognize
companies with the highest level of commitment to
quality in Europe.
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EUROPEAN QUALITY AWARD
Key objective dari EQA:
Fokus pada TQM sebagai sebuah metoda strategis
Mendorong aktivitas peningkatan kualitas
Menunjukkan bahwa pendekatan ‘total quality’ dapat
dicapai dan memberikan manfaat
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MODEL DASAR EFQM
PEOPLE-PROCESS-PERFORMANCE
CI
KAIZEN
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EUROPEAN QUALITY AWARD
Kriteria EQA:
Kepemimpinan
Kebijakan dan strategi
Manajemen ‘people’ (tidak menggunakan istilah SDM)
Manajemen sumber daya
Manajemen proses
Kepuasan pelanggan
Kepuasan ‘people’
Peran pada masyarakat
Hasil bisnis
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The EFQM Excellence Model
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EUROPEAN QUALITY AWARD
EQA sebagai ‘self-assessment’
Lima tingkat pencapaian (hasil assessment):
Beroirientasi produk
Berorientasi proses
Berorientasi sistem
Berorientasi rantai pasokan
Berorientasi TQM
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MENUJU “The Excellence Model”
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TINGKAT PENCAPAIAN
Product oriented
Production
Business result
Customer
(process and
inspection) specification
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TINGKAT PENCAPAIAN
Process oriented
Process
Business result
‘Strategy’ control Customer
(operational) (monitoring specification
and
Resources adjustment)
management
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TINGKAT PENCAPAIAN
System oriented
People ‘Reward
management system’
Business result
Leadership
Policy and Process Customer
strategy management satisfaction
Resources
management
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TINGKAT PENCAPAIAN
Chain oriented
People People
management satisfaction
Business result
Policy and Customer
Leadership
Process
strategy management satisfaction
Resources Customer-
management Suppliers
relations
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TINGKAT PENCAPAIAN
Total Quality Management oriented
People People
management satisfaction
Business result
Leadership
Policy and Process Customer
strategy management satisfaction
Resources Impact on
management society
Enabler Result
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TINGKAT PENCAPAIAN – An Example
Contoh: Indonesian manufacturing firms
Process management
5
Leadership 4 Reseource management
3
2
Policy and strategy 1 People management
0
People satisfaction Customer satisfaction
Case 1 MEC Business result Impact on society
Case 2 HEC
Case 3 AAC
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TINGKAT PENCAPAIAN – An Example
Kepemimpinan Fase I: Fase II: Fase III: Fase IV: Fase V:
Berorientasi Berorientasi Berorientasi Berorientasi Berorientasi
produk proses sistem rantai kualitas total
a. Komitmen Manajemen Manajemen Terjalin Manajemen
manajerial Manajemen berpartisipasi mengambil hubungan personal secara nyata
secara aktif dalam tim tindakan dengan para mempromosikan
ikut serta perbaikan kualitas pencegahan pelanggan utama kualitas
dalam berdasar dalam rangka masyarakat
pemecahan kecenderungan inisiasi perbaikan
masalah perkembangan dan inovasi yang Manajemen
Karyawan saling memberi jaminan
senantiasi menguntungkan bahwa proses
diarahkan Manajemen (win-win) perbaikan yang
Manajemen perhatiannya pada mendapat Melakukan hal berkesinambungan
berorientasi pentingnya pelatihan yang sama seperti tertanam dalam
pada kegiatan pengendalian manajemen di atas dengan organisasi
operational kualitas kualitas. pemasok
dan individual
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EFQM MODEL & ISO9000
Reference: Porter L., & Tanner, S., 1996, Assessing Business Excellence, Butterworth – Heinemann,
Singapore.
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EFQM & MBNQA
Reference: Porter L., & Tanner, S., 1996, Assessing Business Excellence, Butterworth – Heinemann,
Singapore.
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FAKTOR DALAM MODEL KUALITAS
Reference: K. C. Tan and C. S. Lim (1999) “A detailed trends analysis of national quality awards
worldwide” Total Quality Management, Vol. 11 Issue 8, pp. 1065 – 1080
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FRAMEWORK IMPLEMENTASI
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PENDEKATAN UNTUK BERTINDAK
Pemikiran, ide, feelings, intuisi,
harapan, ketertarikan, nilai, data
Apakah valid, layak, bermanfaat,
betul, dipercaya
Seberapa besar bermanfaat,
bagaimana
Bagaimana perilaku, hal apa yang
harus diubah
Perubahan pemikiran, ide,
feelings, nilai dan perilkau
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MENGAPA ‘QUALITY MANAGEMENT’
Implementasi ‘quality management’ telah menjadi
“a social movement” (Hackman and Wageman,
1995).
Dari industri manukfaktur ke sektor lain spt.
Pendidikan, kesehatan, layanan pemerintah dan
organisasi nir-laba.
Menjanjikan manfaat pada kinerja, kepuasan
pelanggan, pemberdayaan karyawan, bahkan
menjadi sebuah strategi bisnis (Feigenbaum, 1999).
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‘PROCESS BASED MANAGEMENT’
Sebuah metoda manajemen berbasis proses, sehingga
implementasi ‘quality management’ adalah sebuah proses
perubahan (change).
Pendekatan proses perubahan :
Internal improvement
Innovation diffusion
Organisational change
Organisational renewal
Organisational learning
Cultural development
… Implementasi tidak mudah, jangka panjang, & no guarrantee of success
(but keep moving)
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‘QUALITY MANAGEMENT’
Mengelola perubahan (change) melibatkan:
Dimensi kontent.
Dimensi konteks.
Dimensi proses.
… Implementasi adalah sebuah proses panjang
sebagaimana pembentukan sebuah komunitas atau
masyarakat yang mapan.
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DIMENSI KONTEN
Dimensi konten mencakup seluruh elemen sistem
manajemen kualitas (misalkan dengan EFQM
model):
Kepemimpinan
Kebijakan dan strategi
Manajemen ‘people’
Manajemen sumber daya
Manajemen proses
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DIMENSI KONTEKS
Dimensi konteks mencakup segala aspek yang
‘membatasi’ atau ‘membentuk’ pandangan tentang
konten manajemen kualitas, misalnya:
Budaya perusahaan
Management style
Kebiasaan dan perilaku pekerja
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DIMENSI PROSES
Dimensi proses mencakup segala aktivitas yang
dilakukan, mencakup:
Pemahaman atas konsep dan prinsip-prinsip kualitas dan
manajemen kualitas
Persiapan dan perencanaan
Proses implementasi (orientation and preparation,
defining quality mission, knowledge transfer, pilot
project, training)
Evaluasi proses implementasi
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DIMENSI PROSES
Implementasi ‘quality management’ mencakup:
‘what the organisation actually does’, dan
‘how the organisation actually works’ .
Mencakup dua hal:
Esensi (awareness, motivations, setting up ideology,
knowledge building, and learning).
Sequence atau urutan aktivitas(initiation, preparation,
planning, implementation and institutionalisation).
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IMPLEMENTASI ‘QUALITY MANAGEMENT’
Pendekatan implementasi ‘quality management’:
Proses inisiasi, adopsi & adaptasi.
Usaha peningkatan kualitas berkelanjutan
Pembentukan struktur (dan budaya) organisasi
Strategi (orientasi dan kinerja)
Proses belajar.
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PROSES IMPLEMENTASI
Initiation: Adoption: Adaptation:
Understanding of Preparing Monitoring,
concept and and planning adjusting and
principles improving
Feedback for improvement
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IMPLEMENTASI SEBAGAI IMPROVEMENT
C D
A P
Quality management (system) structure
Management Responsibility
Resource Management
Supplier Process Management Customer
Input Processes Output
Actions of measurement, evaluation, and improvement
P A
D C
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IMPLEMENTASI SEBAGAI PEMBENTUKAN
(STRUKTUR) ORGANISASI
Dimensions Mechanistic Organismic Cultural
Quality Conformance Customer Constituent
definition to standard satisfaction satisfaction
Focus Product & Organisation People
process development
Goal Efficiency Organisational Meet individual
effectiveness needs
Structure Chain of Process flow Mutual
command adjustment
Role of Passive & Reactive & Active & self-
people procedural self-control control
Philosophy Stability but Change and Change and
of change learning from learning in learning is
specialisation adaptation valued in
themselves
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STRUKTUR & BUDAYA ORGANISASI
Organic
structure Expected pattern
of successful
implementation
Control Flexibility
oriented oriented
culture culture
Mechanistic
structure
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IMPLEMENTASI SEBAGAI STRATEGI
PERFORMANSI DAN ORIENTASI
Customer orientation Operation orientation
Increased Exploiting market Improving product,
revenue advantage. process (and system)
reliability.
Reduced cost Improving efficiency in Improving efficiency in
product design. process of production.
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IMPLEMENTASI SEBAGAI PROSES BELAJAR
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IMPLEMENTASI SEBAGAI PROSES BELAJAR
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