QI & Daya Saing Statistical Tools in QI Decision Making

QI & Daya Saing
Statistical Tools in QI
Decision Making
Mary-MMTSesi 10&11-MKM UHAMKA

3 Nov+16 Dec 2016 1
Angk20B1 & 20B2 Sm1
Mary-MMTSesi 10&11-MKM UHAMKA Angk20B1 & 20B2 Sm1 3 Nov+16 Dec 2016 2
Mary-MMTSesi 10&11-MKM UHAMKA
3 Nov+16 Dec 2016 Angk20B1 & 20B2 Sm1 3
Your mind is the best asset you have
The minds of your employees are the

"assets” which do not appear in your
balance sheet
To keep customers, business

needs to invest in its employees
 Customers expect to receive value in the products and
services they purchase or use.
 In this context, value can be defined as the relationship
between what customers get in exchange for what they
give  Although this has often been considered as the
trade-off between price and quality, a detailed analysis
shows that far more is involved.
 E.g. what about convenience? A customer may sacrifice
convenience in search of lower price or higher quality.
 In a global sense, the characteristics of quality service are
those that enable customers to feel they have made a
fair exchange and received value.
Mary-MMTSesi 10&11-MKM UHAMKA Angk20B1
3 Nov+16 Dec 2016 & 20B2 Sm1 6
3 Nov+16 Dec 2016 Mary-MMTSesi 10&11-MKM 7
UHAMKA Angk20B1 & 20B2 Sm1
• Merupakan istilah umum untuk “unnecessary
work”  apapun yang menyebabkan suatu
proses menjadi lebih complicated tanpa
pertambahan nilai terhadap suatu produk
(barang) atau jasa
• Paling tidak, ada 4 jenis komplexitas:
– Kesalahan dan kecacatan (mistakes & defects)
– Kegagalan dan kelambatan (breakdown & delays)
– Inefisiensi (inefficiencies)
– Variasi (variation)
3 Nov+16 Dec Mary-MMTSesi 10&11-MKM 8

2016 UHAMKA Angk20B1 & 20B2
Daya Saing & TQM
3 Nov+16 Dec 2016 & 20B2 Sm1 10
3 Nov+16 Dec 2016 & 20B2 Sm1 11
"Quality has become today's
best investment in
competitiveness.”
 Too many people are thinking of
security instead of opportunity. They
seem more afraid of life than of
death.
 Never hire anyone
who will work for
money alone

3 powerful competitive forces: will determine
the winners & losers in international business leadership:
1. Quality is a powerful, but very tough to execute,
corporate strategy for achieving customer
satisfaction and lowering costs  Changing a
company from a "make it cheaper and quicker" to a
"make it better" future is a most demanding corporate
task.
2. Quality competition has gone global
3. Quality has become a fundamental management
strategy  Today's senior manager is a leader of strong
total quality work processes throughout all areas of the
organization— marketing, finance, technology, service,
human
3 Nov+16 Dec 2016 resources,
& 20B2 Sm1 etc. 15
Quality as a strategic business leverage
6 benchmarks for accomplishing this: (1)
1. Quality is neither a technical function nor a
department  It is a systemic group of processes
extending throughout the company.
2. Quality must be everyone's job. It will become no
one's job unless this process is correctly structured
to support both the quality work of individuals as
well as the quality teamwork among
departments.
3. Quality is what the buyer says it is, not what the
company says it is.
3 Nov+16 Dec 2016 & 20B2 Sm1 16
Quality as a strategic business leverage
6 benchmarks for accomplishing this: (2)
4. Quality is an ethic. Widespread quality improvement is
achieved only through help, participation, and
enthusiasm from everyone in the company and its
suppliers.
5. CQI requires the application of new and existing
quality technology ranging from quality design
techniques to computer-aided quality management  It
is not simply a matter of dusting off a few traditional
control techniques.
6. It takes a relentlessly disciplined methodology to
establish and maintain the total quality process just
as it does for finance, marketing, and production.
3 Nov+16 Dec 2016 & 20B2 Sm1 17
Statistical
Tools in QI
3 Nov+16 Dec 2016 & 20B2 Sm1 19
80/20 Rule
85/15 Rule Pareto Principle
Dr. Joseph M. Juran Vilfredo Pareto
≥ 85% problem hanya
dapat diperbaiki dg
mengubah sistem (yg
sebagian besar 80% dari kesalahan
ditentukan oleh (trouble) berasal dari
manajemen) 20% problem
≤ 15% berada dibawah
kontrol pegawai
 Flowchart • The Is/Is-not Matrix
 Workflow diagram • Time Plot
 Deployment Chart • Control Chart
 Pareto Chart • Dot plots & Stem
 Cause and Effect and Leaf Displays
Diagram • Check Sheet
 Operational • Scatter Diagram
Definitions
Table 9.1 Quality Improvement Tools & Activities

3 Nov+16 Dec 2016 & 20B2 Sm1 23
Decision
Making
Quality improvement requires
that the program invest in its
staff and systems, improve its
use of existing resources, and use
a customer orientation, both with
clients and staff.

Tools for Making Team Decisions
• Brainstorming
• Multivoting
• Consensus
• Nominal Group Technique
(NGT)
3 Nov+16 Dec Mary-MMTSesi 10&11- 29

2016 MKM UHAMKA
• Take the decision. If it is
right, well and good. And if
it is wrong, you will find
out soon enough.

Wassalamu’alaikum wr. wb.


QI & Daya Saing Statistical Tools in QI Decision Making

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

QI & Daya Saing Statistical Tools in QI Decision Making

Загружено:

Авторское право:

Доступные форматы

QI & Daya Saing

Mary-MMTSesi 10&11-MKM UHAMKA

The minds of your employees are the

To keep customers, business

3 Nov+16 Dec Mary-MMTSesi 10&11-MKM 8

3 Nov+16 Dec 2016 Mary-MMTSesi 10&11-MKM 13

Mary-MMTSesi 10&11-MKM UHAMKA Angk20B1

3 Nov+16 Dec 2016 Mary-MMTSesi 10&11-MKM 27

3 Nov+16 Dec Mary-MMTSesi 10&11- 29

3 Nov+16 Dec 2016 Mary-MMTSesi 10&11-MKM 30

3 Nov+16 Dec 2016 Mary-MMTSesi 10&11-MKM 35

Вам также может понравиться