TQM-6 sigma
Transcript of TQM-6 sigma
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Oleh:Prof Dr Ir T. Yuri ZagloelKetua BKSTI/ Ketua Departemen Teknik Industri UI
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Total quality management didefinisikan sbg mengelolakeseluruhan organisasi, sehinggasemua dimensions product danservice yang penting bagicustomer, menjadi istimewa.
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Total Quality Management
CustomerFocus
ProcessImprovement
TotalInvolvement
Leadership
Education and Training Supportive structureCommunications Reward and recognitionMeasurement
ContinuousImprovement Objective
Principles
Elements
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TQMs Principles
1. Customer defines quality2. Management provides leadership for quality3. Quality is all levels responsibility4. It needs continuous quality improvement5. Quality problems are solved by employees and
management6. Problem solving for no. 4 is based on statistics7. Training and education are the basis for no. 4
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6
ORGANIZING TO QUALITY
Definisi Kualitas:- Fitness for purpose and customer satisfaction- Conformance to requirement- Care
Artinya:Kualitas dibentuk oleh pelanggan, dan produk disain dan dibuat untuk dijualdengan maksud untuk memuaskan pelangganKualitas permintaan pelanggan di interprestasikan oleh product engineer yang membentuk spesifikasi-spesifikasi sekaligus menetapkan toleransi-toleransi
Rekayasa proses ( Proses Engineering ) bertanggung jawab dalamembentukan spesifikasi dalam operasi dan juga mendisain dan/atau membeliperalatan yang akan mengikuti spesifikasi produk.Kegiatan manufaktur menggunakan alat-alat tersebut dalam memproduksiprodukPengendalian Kualitas menjamin produk yang dibuat mengikuti spesifikasiyang diminta pelanggan
Unit Pelayanan PENGEMBANGAN INDUSTRI Departemen Teknik Industri - FTUI
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Struktur Organisasi pengendalian Kualitas(menuju TQM )
Struktur organisasi pengendalian kualitas berubah darihanya mendeteksi kualitas dibawah standar menjadifungsi pencegahan ( preventive programs )
Ciri Ciri organisasi sadar kualitas1. Ada kegiatan inspeksi pada penerimaan barang, proses
dan perakitan akhir2. Dapat menentukan dengan tegas rejected part/defected
part
3. Sistem informasi termasuk data recording mengenaikualitas yang ditolak dan diterima sudah memadai4. Sudah ada SQC ( statistical QC )5. Ada standarisasi inspeksi, pergudangan dan aktifitas
pemerataan standar ukuran ( gage measurement
maitenance )Unit Pelayanan PENGEMBANGAN INDUSTRI Departemen Teknik Industri - FTUI
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Beberapa tips untuk mengorganisasikan kualitas
Ciri-ciri Toyota philosophy/Japanese philosophy1. Invest in rationalisation2. Invest heavily in employee training and education3. Commit to quality
4. Export oriented5. Having a system for controlling the supplier6. Prevention rather than detection7. Worker can stop the line ( as long as it takes him to perform
his job properly )
Thingking Quality1. Product design2. Worker training3. Quality circle4. Screening of materials and suppliers
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1. Didik kembali para manager/supervisor2. Hubungan yang baik dengan supplier3. Top management membuat
commitment yang berjangka panjangkemudian diturunkan pada leveloperasional
4. Hindari beban terlalu berat padaproduksi5. Aplikasi SQC6. Analisa biaya kualitas7. A likasi metode en uran an stock
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Design quality : Nilai yang melekat(Inherent value) dari product
Dimensinya termasuk: Performance,Features, Reliability, Durability,Serviceability, Response, Aesthetics, andReputation.
Conformance quality : Derajat kesesuaianspesifikasi design dari suatu product atauservice.
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External Failure Costs
Appraisal Costs
Prevention Costs
Internal FailureCosts
Costs of Quality
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Conformance Cost Non Conformance Cost
Prevention Costs
Quality planning Process control
Process planning
New product review
Quality audits
Supplier quality evaluation
Training & Education
Appraisal Costs Incoming inspection and test
In process inspection and test
Final inspection and test
Product Quality audit
Maintaining accuracy of test equipment
Evaluation stocks
Internal Failure Costs
Scrap Rework
Failure analysis
Scrap and rework supplier
100% sorting inspection
Reinspection, retest
Avoidable process losses Downgrading
External Failure Costs Warranty changes
Complaint adjustment
Returned material
Allowances
Conformance Cost Non Conformance Cost
Prevention Costs
Quality planning Process control
Process planning
New product review
Quality audits
Supplier quality evaluation
Training & Education
Appraisal Costs Incoming inspection and test
In process inspection and test
Final inspection and test
Product Quality audit
Maintaining accuracy of test equipment
Evaluation stocks
Internal Failure Costs
Scrap Rework
Failure analysis
Scrap and rework supplier
100% sorting inspection
Reinspection, retest
Avoidable process losses Downgrading
External Failure Costs Warranty changes
Complaint adjustment
Returned material
Allowances
Cost of Quality
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Grafik Cost of Quality
0 100
Quality of conformance, %
C o s t p e r g o o
d u n i t
o f
p r o
d u c
t
Total quality costs
Failure costs
Cost of appraisal plusprevention
8
8
Traditional Model of Quality Costs
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Kegunaan Cost of Quality
1. Mengidentifikasi peluang laba2. Untuk pengambilan keputusan investasi3. Menekan biaya pembelian atau yang berkaitan
dengan pemasok4. Mengidentifikasi waste5. Mengidentifikasi metode yang berlebih6. Mengidentifikasi masalah-masalah mutu
7. Alat analisa vital few dan trivial many (Paretoanalysis)
8. Alat untuk mengukur Quality Improvement
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3X-UTLor
3LTLXmin=C pk
Shifts in Process Mean
Capability Index showshow well parts beingproduced fit into designlimit specifications.
Capability Index showshow well parts beingproduced fit into designlimit specifications.
As a production processproduces items smallshifts in equipment orsystems can causedifferences inproduction performancefrom differing samples.
As a production processproduces items smallshifts in equipment orsystems can cause
differences inproduction performancefrom differing samples.
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Cp = Tolerance Spread/ Natural Spread>= 1.33 (normal)
Cp = 2 (excellent)= 0,002/1000 000 = Defect per millionopportunity(DPMO)= 0,002 (ideal)
So, Motorola six sigma states with 1,5 sigmaShift from ideal condition produces DPMO=3,4
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Philosophy dan methods yangperusahaan pakai untuk menghilangkandefects dari products dan processesMengurangi variasi process yangmengarah pada product defectsNama six sigma merujuk pada variasiyang terjadi diantara plus atau minustiga standard deviasi dari output process
3
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Six Sigma membuat managerdapat menjelaskan processperformance menggunakan
common metric: Defects PerMillion Opportunities (DPMO)1,000,000x
unitsof No.xunit
pererrorforiesopportunit of Number
defectsof Number= DPMO
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Example of Defects Per MillionOpportunities (DPMO) calculation.Suppose we observe 200 lettersdelivered incorrectly to the wrongaddresses in a small city during asingle day when a total of 200,000letters were delivered. What is the
DPMO in this situation?
Example of Defects Per MillionOpportunities (DPMO) calculation.Suppose we observe 200 lettersdelivered incorrectly to the wrongaddresses in a small city during asingle day when a total of 200,000letters were delivered. What is theDPMO in this situation?
[ ]000,1== 1,000,000x
200,000x1
200 DPMO
So, for every onemillion lettersdelivered thiscitys postalmanagers canexpect to have1,000 lettersincorrectly sentto the wrongaddress.
So, for every onemillion lettersdelivered thiscitys postalmanagers canexpect to have1,000 lettersincorrectly sentto the wrongaddress.
Cost of Quality: Apa hubungan DPMO dengan over-time employment dalam mengkoreksi kesalahan?
Cost of Quality: Apa hubungan DPMO dengan over-time employment dalam mengkoreksi kesalahan?
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Define, Measure, Analyze,Improve, and Control(DMAIC)
Di kembangkan oleh GeneralElectric untuk focusing efforton quality yg menggunakanmethodological approach
Focus keseluruhanmethodology adalahmengerti dan mencapai whatthe customer wantsDMAIC terdiri dari fivesteps.
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1. Define (D)
2. Measure (M)
3. Analyze (A)
4. Improve (I)
5. Control (C)
Customers and their priorities
Process and its performance
Causes of defects
Remove causes of defects
Maintain quality
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No ,Continue
MaterialReceived
fromSupplier
InspectMaterial for
DefectsDefectsfound?
Return toSupplier
for Credit
Yes
Can be used tofind qualityproblems
Can be used tofind qualityproblems
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Can be used to identifywhen equipment or processes are notbehaving according to
specifications
Can be used to identifywhen equipment or processes are notbehaving according tospecifications
0.440.460.48
0.50.520.540.560.58
1 2 3 4 5 6 7 8 9 10 11 12Time (Hours)
D i a m e
t e r
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Can be usedto find when80% of theproblemsmay beattributed to20% of thecauses
Can be usedto find when80% of the
problemsmay beattributed to20% of the
causes
Assy.Instruct .
F r e q u e n c y
Design Purch. Training
Other
80%
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Billing Errors
Wrong Account
Wrong Amount
A/R Errors
Wrong Account
Wrong Amount
Monday
Can be used to keep track of defects or used to make surepeople collect data in a correctmanner
Can be used to keep track of defects or used to make surepeople collect data in a correctmanner
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N u m
b e r o
f L o
t s
Data RangesDefects
in lot0 1 2 3 4
Can be used to identify the frequency of qualitydefect occurrence and display qualityperformance
Can be used to identify the frequency of qualitydefect occurrence and display qualityperformance
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Effect
ManMachine
MaterialMethod
Environment
Possible causes:Possible causes: The resultsor effect
The resultsor effect
Can be used to systematically track backwards tofind a possible cause of a quality problem (or effect)
Can be used to systematically track backwards tofind a possible cause of a quality problem (or effect)
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Can be used to monitor ongoing production processquality and quality conformance to stated standards of quality
Can be used to monitor ongoing production processquality and quality conformance to stated standards of quality
970
980
990
1000
1010
1020
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
LCL
UCL
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Opportunity Flow Diagram digunakan secara grafik untuk memisahkan aktifitas2 yangmenambah dari yang tidak menambah nilai bagi produk.Failure Mode and Effect Analysis (FMEA) adalah suatu structured
approach untuk identify,estimate, prioritize, and evaluateresiko possible failures padasetiap stage dalam process
Design of Experiments (DOE)
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1. Executive leaders harusmenjadi champion dariprocess improvement
2. Diperlukan Corporation-widetraining dalam Six Sigmaconcepts and tools
3. Diperlukan continuousreinforcement dan rewards