KULIAH MINGGU 2

QUALITY ENGINEERING
 • LO 1 : Explain quality management
concepts such as ISO, TQM, MBQA,
Six Sigma, and Quality Cost
LEARNING • LO 2: Differentiate quality tools (e.g.
OUTCOMES PDCA, Seven Tools, Quality Function
Deployment (QFD), control charts, root
cause analysis, FMEA, Kanban) in
process improvement
 The Meaning of Quality and
Quality Improvement

Quality Engineering
Terminology
SUB TOPICS
A System for Quality

Cost of Quality
QUALITY SYSTEM

TQM

ISO

MBNQA

SIX SIGMA
TQM
TOTAL QUALITY MANAGEMENT

DEFINITION PRIMARY ELEMENTS OF TQM

• A core definition of total quality
management (TQM) describes a
management approach to long-term success
through customer satisfaction.
• In a TQM effort, all members of an
organization participate in improving
processes, products, services, and the culture
in which they work.

Source: https://asq.org/quality-resources/total-quality-management
PRIMARY ELEMENTS OF TQM

1. Customer-focused: The customer ultimately determines the level of quality. No matter what an
organization does to foster quality improvement—training employees, integrating quality into the design
process, or upgrading computers or software—the customer determines whether the efforts were
worthwhile.
2. Total employee involvement: All employees participate in working toward common goals. Total employee
commitment can only be obtained after fear has been driven from the workplace, when empowerment has
occurred, and when management has provided the proper environment. High-performance work systems
integrate continuous improvement efforts with normal business operations. Self-managed work teams are
one form of empowerment.
3. Process-centered: A fundamental part of TQM is a focus on process thinking. A process is a series of steps
that take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to
customers (internal or external). The steps required to carry out the process are defined, and performance
measures are continuously monitored in order to detect unexpected variation.
PRIMARY ELEMENTS OF TQM

4. Integrated system: Although an organization may consist of many different functional

specialties often organized into vertically structured departments, it is the horizontal
processes interconnecting these functions that are the focus of TQM.
5. Strategic and systematic approach: A critical part of the management of quality is the
strategic and systematic approach to achieving an organization’s vision, mission, and goals.
This process, called strategic planning or strategic management, includes the formulation of
a strategic plan that integrates quality as a core component.
6. Continual improvement: A large aspect of TQM is continual process improvement. Continual
improvement drives an organization to be both analytical and creative in finding ways to
become more competitive and more effective at meeting stakeholder expectations.
PRIMARY ELEMENTS OF TQM

7. Fact-based decision making: In order to know how well an organization is performing,

data on performance measures are necessary. TQM requires that an organization
continually collect and analyze data in order to improve decision making accuracy, achieve
consensus, and allow prediction based on past history.
8. Communications: During times of organizational change, as well as part of day-to-day
operation, effective communications plays a large part in maintaining morale and in
motivating employees at all levels. Communications involve strategies, method, and
timeliness.
HISTORY OF TOTAL QUALITY MANAGEMENT
https://asq.org/quality-resources/total-
quality-management/tqm-history
 HISTORY OF
TOTAL
QUALITY
MANAGEMENT

https://asq.org/quality-resources/total-
quality-management/tqm-history
EXAMPLES OF TOTAL QUALITY
MANAGEMENT SYSTEM STRATEGIES Six
Sigma
Strategy 1: The
• quality circles, statistical process control, Taguchi
TQM element methods, and quality function deployment
approach TQM
Strategy 2: The ISO Customer focus Lean
• For example, managers might study Deming’s 14
guru approach points or attend the Crosby College.
9001 Manu-
Product Design facturing
Strategy 3: The • Individuals or teams visit organizations that have
SPC
organization taken a leadership role in TQM and determine
their processes and reasons for success.
model approach
Strategy 4: The MBNQA
• Using the Japanese total quality approach and
Japanese total learning from Deming Prize-winning companies.
quality approach
Strategy 5: The
award criteria • Deming Prize, the European Quality Award, or the Source: https://asq.org/quality-resources/total-quality
Malcolm Baldrige National Quality Award
approach management/implementing-tqm
ADDITIONAL
DIGITAL
CONTENT
Implementing Total Quality
Management (binus.ac.id)
GROUP ACTIVITY [1]

• Bentuk project group beranggotakan 6 – 8 orang (usahakan group tidak

berubah sampai dengan mid exam)
• Daftarkan anggota group pada:
https://padlet.com/dyahlw/etk19pwwfb4h3czz
• Buatlah group chat untuk berkomunikasi (WA, line, telegram)
MBNQA
DEFINITION
THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD (MBNQA) IS AN AWARD
ESTABLISHED BY THE U.S. CONGRESS IN 1987 TO RAISE AWARENESS OF QUALITY
MANAGEMENT AND RECOGNIZE U.S. COMPANIES THAT HAVE IMPLEMENTED
SUCCESSFUL QUALITY MANAGEMENT SYSTEMS.
THE AWARD IS THE NATION'S HIGHEST PRESIDENTIAL HONOR FOR PERFORMANCE
EXCELLENCE

https://asq.org/quality-resources/malcolm-baldrige-national-quality-award
THREE MBNQA AWARDS CAN BE GIVEN ANNUALLY
IN SIX CATEGORIES
• Manufacturing
• Service Company
• Small Business
• Education
• Healthcare
• Non-profit
THE SEVEN MBNQA CRITERIA CATEGORIES

1.Leadership: How upper management leads the organization, and how the organization leads
within the community.
2.Strategy: How the organization establishes and plans to implement strategic directions.
3.Customers: How the organization builds and maintains strong, lasting relationships with customers.
4.Measurement, analysis, and knowledge management: How the organization uses data to support
key processes and manage performance.
5.Workforce: How the organization empowers and involves its workforce.
6.Operations: How the organization designs, manages, and improves key processes.
7.Results: How the organization performs in terms of customer satisfaction, finances, human resources,
supplier and partner performance, operations, governance and social responsibility, and how the
organization compares to its competitors.
MALCOM BALDRIGE
NATIONAL QUALITY
AWARD CRITERIA AND
ITEMS
BALDRIGE
AWARD
CRITERIA
SIX SIGMA
DEFINITION

• Six sigma is an organized and systematic problem-solving method for

strategic system improvement and new product and service development that
relies on statistical methods and the scientific method to make dramatic
reductions in customer defined defect rates and/or improvements in key
output variables.

Source: Linderman et al. (2003, p. 195) in Allen, T. T. (2018). Introduction to engineering statistics and
lean six sigma: Statistical quality control and design of experiments and systems (Third). Springer.
https://doi.org/10.1007/978-1-4471-7420-2
 Process and
Methodology
LEAN AND SIX SIGMA APPROACH

Tools and Mindset

Technique and
Culture
Six Sigma
Lean • Eliminate errors
• Simplify • Reduce
processes Variation
• Eliminate waste • Make system
• Reduce costs changes
• Increase speed • Sustain
Improvement

Fast and efficient process Effective process and improved quality

SIX SIGMA METHODOLOGY
DMAIC DMADV
• To improve the current capabilities • To create or completely redesign to
of existing process meet customer requirements,
• Most used methodology of sigma including process and
improvement teams product/service
Define Define

Control Measure Verify Measure

Improve Analyze Design Analyze

DMAIC
DEFINE MEASURE ANALYZE IMPROVE CONTROL

• Project charter • Measurement • 5 why • Quality • Control

• VOC and CTQ system (Gauge • Cause and Function Planning
• SIPOC R&R) Effect Diagram Deployment • Acceptance
• Pareto Chart • SPC Charting • Multi-vari • Benchmarking Sampling
• Benchmarking (Attribute and chart • Poka-Yoke • Process
Variable • Root Cause • FMEA stability (SPC
• Histogram Control Chart) charting)
• Financial Analysis • Implementation
• Capability • Inferential plan • Validate
Analysis Analysis financial
Statistics • Optimization
• Regression results
Analysis
GROUP ACTIVITY [2]

• Masuk ke breakout room sesuai group yang telah dibentuk (contoh: Group 1
masuk ke Breakout room 1)
• Diskusikan (waktu 10 menit):
• Pilih satu jenis produk atau service yang akan menjadi obyek dari project kalian. Pilihlah
produk atau service yang sering kalian gunakan/konsumsi agar cukup memahami
karakteristik dari produk/layanan tersebut
• Tuliskan pada Padlet:
• Ilustrasi nama (rekaan) dari perusahaan yang memproduksi produk atau menyediakan
layanan yang akan menjadi obyek dari project.
• Tuliskan secara spesifik, jenis produk/layanan yang akan menjadi obyek dari project.
ISO
ADDITIONAL
DIGITAL
CONTENT
ISO 9000 and Total Quality (binus.ac.id)
THE ISO
9001:2015
PROCESS MODEL
AND THE SEVEN
MANAGEMENT
PRINCIPLES

Tricker, R. (2016). ISO 9001 : 2015 in Brief (Fourth). London and New York: Routledge - Taylor & Francis Group.
Tricker, R. (2016). ISO 9001 : 2015 in Brief (Fourth). London and New York: Routledge - Taylor & Francis Group.
DEFINE PHASE
CRITICAL TO QUALITY (CTQ)

• CTQs are the key measurable characteristics or key performance indicators

(KPI’s) of a product or service whose performance standards or specification
limits must be met in order to satisfy the customer.
• Customer requirement/VoC:
• Need or want from the process
• Often high-level, vague, and non-specific
• Customer requirements translated into critical process requirements
• A specific, measurable, and actionable called Critical to Quality (CTQ)
CRITICAL TO QUALITY (CTQ)

• CTQ has four elements:

• Output Characteristics
• Y metric
• Target
• Specification/tolerance limit

• Example: Potato Chips

• Output Characteristics: Dimensi seragam
• Y metric: Diameter
• Target: 95% sesuai dengan spesifikasi
• Specification/tolerance limit: 7cm +/- 5mm
 SOME OF THE
DETERMINANTS
AND MEASURES
OF THE QUALITY
OF A PRODUCT

Tricker, R. (2016). ISO 9001 : 2015 in Brief (Fourth). London and New York: Routledge - Taylor & Francis Group.
 SOME OF THE
DETERMINANTS
AND MEASURES
OF THE QUALITY
OF A SERVICE

Tricker, R. (2016). ISO 9001 : 2015 in Brief (Fourth). London and New York: Routledge - Taylor & Francis Group.
EXAMPLE: CTQ DEPLOYMENT
SPECIFICATION – STANDARD
 PENTINGNYA STANDAR KUALITAS
• Standar digunakan oleh organisasi untuk menyamakan
visi, pemahaman, dan prosedur untuk memenuhi
ekspektasi dari stakeholders, mencakup:
• Memuaskan persyaratan kualitas dari konsumen
• Memastikan keamanan produk dan layanan
• Memenuhi peraturan pemerintah
• Menjamin kepastian dan pengendalian proses internal

Sumber: https://asq.org/quality-resources/learn-about-standards
 PENTINGNYA STANDAR KUALITAS
(LANJUTAN)

• BISNIS
• Sebagai alat bisnis yang dikelola bersama dengan kualitas,
keamanan, dan kebijakan lingkungan, agar meminimalisir biaya
dengan meminimalisir error

• EKONOMI GLOBAL
• Memperluas potensi penjualan produk ke mancanegara

• KONSUMEN
• Memberikan rasa aman dan memudahkan konsumen
Sumber: https://asq.org/quality-resources/learn-about-standards
 SISTEM MANAJEMEN KUALITAS
• Kualitas memiliki prinsip dasar konsistensi, atau dengan kata lain
kualitas berbanding terbalik dengan variabilitas

• Hal mendasar dari sistem manajemen kualitas:

1. Tuliskan pekerjaan yang dilakukan
2. Lakukan pekerjaan yang dituliskan
3. Catat pekerjaan yang dilakukan
4. Tinjau pekerjaan yang telah diselesaikan
5. Lakukan Tindakan perbaikan jika dibutuhkan
6. Lakukan siklus secara berulang

https://businesscasestudies.co.uk/the-importance-of-quality-in-creating-competitive-advantage/
SISTEM MANAJEMEN KUALITAS
(LANJUTAN)

Manual
Mutu

Prosedur Mutu

Instruksi Kerja

Catatan Mutu

https://businesscasestudies.co.uk/the-importance-of-quality-in-creating-competitive-advantage/
RUJUKAN STANDAR
GROUP ACTIVITY [3]

• Masuk ke breakout room sesuai group yang telah dibentuk (contoh: Group 1
masuk ke Breakout room 1)
• Diskusikan (waktu 30 menit):
• Sesuai dengan produk/layanan yang telah dipilih, diskusikan dan tuliskan pada padlet:
• Kebutuhan customer (customer needs  Voice of Customer)
• Critical to Quality:
• Output Characteristics → kriteria
• Y metric → variabel yang diukur
• Target
• Specification/tolerance limit