Konsep Manajemen Mutu oleh berbagai ahli hafizurrachman
Founders – His & Her Ideas • George Box (Chemist) became one of the leading communicators of statistical theory to the rest of us • Phil Crosby excelled was in finding a terminology for quality (Do It Right the First Time) – He popularized the idea of the "cost of poor quality", that is, figuring out how much it really costs to do things badly
– He focused on zero defects – Mr. Crosby defined quality as a conformity to certain specifications set forth by management and not some vague concept of "goodness." These specifications are not arbitrary either; they must be set according to customer needs and wants. – Four Absolutes of Quality Management • Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'. • The system for causing quality is prevention, not appraisal. • The performance standard must be Zero Defects, not "that's close enough". • The measurement of quality is the Price of Nonconformance, not indices.
• Dr. Deming's points: The first of the 14 Points charges management with establishing continual improvement through the redefinition of the company's purposes. Quite simply, the company must survive, compete well, and constantly replenish its resources for growth and improvement through innovation and research.
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Dr. Deming's Ideas Dr. Deming's famous 14 Points, originally presented in Out of the Crisis, serve as management guidelines. The points cultivate a fertile soil in which a more efficient workplace, higher profits, and increased productivity may grow. 1. Create and communicate to all employees a statement of the aims and purposes of the company. 2. Adapt to the new philosophy of the day; industries and economics are always changing. 3. Build quality into a product throughout production. 4. End the practice of awarding business on the basis of price tag alone; instead, try a longterm relationship based on established loyalty and trust. 5. Work to constantly improve quality and productivity. 6. Institute on-the-job training. 7. Teach and institute leadership to improve all job functions. 8. Drive out fear; create trust. 9. Strive to reduce intradepartmental conflicts. 10. Eliminate exhortations for the work force; instead, focus on the system and morale. 11. (a) Eliminate work standard quotas for production. Substitute leadership methods for improvement. (b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes, and how to improve them. 12. Remove barriers that rob people of pride of workmanship 13. Educate with self-improvement programs. 14. Include everyone in the company to accomplish the transformation.
– The ideas of W. Edwards Deming may seem common or obvious now; however, they've become embedded in our culture of work. Dr. Deming's ideas (and personal example) of hard work, sincerity, decency, and personal responsibility, forever changed the world of management. "It is not enough to just do your best or work hard. You must know what to work on."- W. Edwards Deming
• John Dewey As an educator John Dewey revolutionized educational techniques and beliefs. His teachings emphasize learning through doing and experiencing. Also, his explorations of the roles of thinking and reflection have shaped the face of education in the twentieth century
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Dewey's inspirational quotes: – "Education is not a preparation for life. Education is life itself." – "Every great advance in science has issued from a new audacity of the imagination." – "Failure is instructive. The person who really thinks learns quite as much from his failures as from his successes.
• Kaoru Ishikawa: One Step Further • Kaoru Ishikawa wanted to change the way people think about work. He urged managers to resist becoming content with merely improving a product's quality, insisting that quality improvement can always go one step further. His notion of company-wide quality control called for continued customer service. This meant that a customer would continue receiving service even after receiving the product. This service would extend across the company itself in all levels of management, and even beyond the company to the everyday lives of those involved. According to Ishikawa, quality improvement is a continuous process, and it can always be taken one step further.
• With his cause and effect diagram (also called the "Ishikawa" or "fishbone" diagram) this management leader made significant and specific advancements in quality improvement. With the use of this new diagram, the user can see all possible causes of a result, and hopefully find the root of process imperfections. By pinpointing root problems, this diagram provides quality improvement from the "bottom up."
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W. Edwards Deming, creator of the PlanDo-Check-Act model. Ishikawa expanded Deming's four steps into the following six: 1. 2. 3. 4. 5. 6.
Determine goals and targets. Determine methods of reaching goals. Engage in education and training. Implement work. Check the effects of implementation. Take appropriate action.
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His classic book, the Quality Control Handbook, first released in 1951, is still the standard reference work for quality managers. The following table outlines the major points of Dr. Juran's quality management ideas: Quality Trilogy: Quality Planning – – – – –
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Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimise the product features so as to meet our needs and customer needs.
Quality Improvement – Develop a process which is able to produce the product. – Optimise the process.
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Quality Control – Prove that the process can produce the product under operating conditions with minimal inspection. – Transfer the process to Operations.
• Alex F. Osborne: Father of the Brainstorm – "It is easier to tone down a wild idea than to think up a new one."- Alex Osborne
• Walter Shewhart - The Grandfather of Total Quality Management. – he preached the importance of adapting management processes to create profitable situations for both businesses and consumers, promoting the utilization of his own creation -- the SPC control chart. – Dr. Shewhart believed that lack of information greatly hampered the efforts of control and management processes in a production environment. In order to aid a manager in making scientific, efficient, economical decisions, he developed Statistical Process Control methods. Many of the modern ideas regarding quality owe their inspirtation to Dr. Shewhart. – He also developed the Shewhart Cycle Learning and Improvement cycle, combining both creative management thinking with statistical analysis
• Kaizen is a daily activity where the purpose goes beyond easy productivity improvements. It is also a process that, when done correctly, cultivates the workplace, eliminates hard work and teaches people how to carry out a new way of thinking about there job by using new methods and showing them how to learn to see and eliminate waste.
• Kaizen has three main principles: – Consider the process and the results! – The need to look at the entire process of the job at hand and to evaluate the job as to the best way to get the job done. – Kaizen must be approached in such a way that no one is blamed and that the best process is put into place.
• People at all levels of an organization can participate in kaizen, from the CEO down, it is best if everyone is involved. The format for kaizen can be individual, suggestion system, small group, or large group
• Kaizen memiliki: • "Seiri"Ini berarti pemberesan dan pemilahan lingkungan yang dilakukan secara terus-menerus. • "Seiton“ Kebijakan pengolahan dan penataan • "Seiso“ intinya pemeliharaan • "Seiketsu“ Semangat (pemantapan)