LD/SEM II-04/05 1
TOPIK 4
MODEL
MODEL MANAJEMEN MUTU MANAJEMEN MUTU
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QUALITY MANAGEMENT FRAMEWORK
Sasaran dan Visi Organisasi
Misi
Faktor Kritis untuk Sukses
Proses
kritis Proses
Analisa ISO 9000
Identifikasi Kesempatan
untuk Perbaikan Analisis Gap Evaluasi Diri
Benchmarking Analisa Pengukuran
Kinerja
Apakah dibutuhkan
terobosan Visualisasi Proses Ideal
Proses Pengukuran Business Process
Re-engineering Sistem Evaluasi Diri
Umpan Balik
Y
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MODEL MANAJEMEN KUALITAS
ISO 9000
Deming Prize Model
Malcolm Baldrige Award
EFQM
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ISO 9000
RESOURCE MANAGEMENT MANAGEMENT RESPONSIBILITY
Quality Management (System) Structure
D P
A C
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Management responsibility
Commitment
Customer oriented
Quality policy
Planning
Responsibility, authority & communication
Management review ISO 9000
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Resource management
Availability
Human resource
Infrastructure
Work environment
ISO 9000
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Product realization
Planning
Customer process
Design & development
Purchasing
Production & services
Control, monitoring & measurement tools
ISO 9000
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Measurement, evaluation & improvement
Monitoring & measurement
Control of non-conformance
Data analysis
Improvement
ISO 9000
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Japan Union of Scientist & Engineer (JUSE) memberikan Deming Prize Award (sejak 1951) untuk individual dan organisasi yang memiliki kontribusi pada pengembangan kualitas.
Japan Productivity Center for Socio- Economic Development (JPC-SED) mengambil inisiatif untuk Japan Quality Aaward sejak 1995.
Deming Prize & Japan Quality Award
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Deming Prize Award
ORGANIZATION &
ADMINISTRATION
EDUCATION &
EXTENSION CORPORATE
POLICY IMPLEMENTATION RESULTS
FUTURE PLANS
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The Japan Quality Award Framework The Japan Quality Award Framework
2 Understanding and Interaction with Customers & Markets
1 Management
Vision &
Leadership
3 Strategic Planning
& Deployment 4 Human Resource Management &
Learning Environment
5 Process Management
8 Customer Satisfaction
7 Results of Enterprise Activities 2 Understanding & Interaction with Customers & Markets
6 Sharing and Utilization of Information Business
Overview
COPYRIGHT: JPC-SED (2001), www.jpc-sed.or.jp/eng/
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MBNQA is an annual U.S. national quality award created by public law in 1987.
The Malcolm Baldrige National Quality Award
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Organizational Profile:
Organizational Profile:
Environment, Relationships, and Challenges Environment, Relationships, and Challenges
6 Process Management
4 Information and Analysis 3 Customer
and Market Focus
2 Strategic Planning
5 Human Resource
Focus 1
Leadership
7 Business
Results 6
6 Process Process Management Management
4 Information and Analysis 4 Information and Analysis 3 Customer
3 Customer and Market and Market
Focus Focus
2 2 Strategic Strategic Planning Planning
5 Human 5 Human Resource Resource
Focus Focus 1 1
Leadership Leadership
7 7 Business Business Results Results
MBNQA Framework MBNQA Framework
COPYRIGHT: NIST (2001), www.quality.nist.gov
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In 1991 the European Quality Award was established and administered by the European Foundation for Quality Management (EFQM) to recognize companies with the highest level of commitment to quality in Europe
The EFQM Model for Business Excellence is used by European organizations to assess the
concepts of TQM
The European Quality Award
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The EFQM Excellence Model
PEOPLE (9%)
PARTNERSHIPS AND RESOURCES (9%)
PEOPLE RESULTS (9%)
SOCIETY RESULTS (6%) LEADERSHIP
(10%) POLICY & STRATEGY (8%)
PROCESSES
(14%) CUSTOMER RESULTS (20%)
KEY PERFORMANCE
RESULTS
(15%) PEOPLE
PARTNERSHIPS &
RESOURCES
PEOPLE RESULTS
SOCIETY RESULTS
LEADERSHIPLEADERSHIP
POLICY &
STRATEGY
PROCESSE S PROCESSE S
CUSTOMER
RESULTS KEY KEY
PERFORMA NCE PERFORMA NCE
RESULTSRESULTS
ENABLERS RESULTS
INNOVATION AND LEARNING
COPYRIGHT: EFQM (2001), www.efqm.org
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Product oriented
The European Quality Award
PRODUCTION (Process &
Inspection)
CUSTOMER
SPECIFICATION
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Process oriented
The European Quality Award
‘STRATEGY’
(Operational)
RESOURCE MANAGEMENT
PROCESS CONTROL (Monitoring &
Adjustment)
CUSTOMER SPECIFICATION
BUSINESS RESULTS
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System oriented
The European Quality Award
PEOPLE MANAGEMENT
‘STRATEGY’
(Operational)
RESOURCE MANAGEMENT
PROCESS MANAGEMENT
‘REWARD SYSTEM’
CUSTOMER SPECIFICATION
BUSINESS RESULTS
LEADERSHIP
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Chain oriented
The European Quality Award
PEOPLE MANAGEMENT
‘STRATEGY’
(Operational)
RESOURCE MANAGEMENT
PROCESS MANAGEMENT
‘REWARD SYSTEM’
CUSTOMER SPECIFICATION
BUSINESS RESULTS
LEADERSHIP
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Total Quality Management oriented The European Quality Award
PEOPLE MANAGEMENT
‘STRATEGY’
(Operational) PROCESS MANAGEMENT
‘REWARD SYSTEM’
CUSTOMER SPECIFICATION
LEADERSHIP
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Contoh: Indonesian manufacturing firms
The European Quality Award Assessment
0 1 2 3 4 5
P rocess management
Reseource management
People management
Customer satisfaction
Impact on society Business result
People satisfaction Policy and strategy
Leadership
Case 1 MEC Case 2 HEC Case 3 AAC
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Research on factors of quality management model
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Research on factors of quality management model
Reference: Porter L., & Tanner, S., 1996, Assessing Business Excellence, Butterworth – Heinemann, Singapore.
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Research on factors of quality management model
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STRUKTUR SISTEM KUALITAS & ANTARMUKA (INTERFACE)
PRODUCT PRODUCT INTERFACE INTERFACE
SERVICE SERVICE INTERFACE
INTERFACE TECHNOLOGY TECHNOLOGY INTERFACE INTERFACE CUSTOMERS
CUSTOMERS COST
PERFORMANCE
TIMELINESS
ORGANIZATION
INDIVIDUAL SOCIETY
PRODUCTS
PROCESSES AUTOMATION
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QUALITY PLANNING ROADMAP
Establish quality goals Identifikasi konsumen
Identifikasi kebutuhan konsumen
Kembangkan karakteristik produk
Kembangkan karakteristik proses
Daftar quality goals Daftar konsumen
Daftar kebutuhan konsumen Desain produk
Desain proses
Lakukan pe ngu kuran un tu k
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QUALITY FUNCTION DEPLOYMENT 1. HOQ
1. HOQ
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QUALITY FUNCTION DEPLOYMENT 2. Part Deployment
2. Part Deployment
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QUALITY FUNCTION DEPLOYMENT 3. Process Deployment
3. Process Deployment
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QUALITY FUNCTION DEPLOYMENT
4. Production 4. Production
Planning
Planning
LD/SEM II-04/05 CHECK ACTION31 PLAN
DO P
D A C
P D A C
