Total Quality
Management
Kelompok 1
Aria Trisanjaya/122111027
Benjamin/122111…
Firman/122111079
Herlambang/122111095
Januar/122111108
Mutiara Sukma/122111131
Ratri Irma/122111149
at
HONDA
Definition of TQM
An integrated effort designed to
improve quality performance at
every level of the organization.
What’s the goal of TQM?
“Do the right things right the first
time, every time.”
Elements of TQM ..(1)
• Leadership
– Top management vision, planning and support.
• Employee involvement
– All employees assume responsibility for the quality
of their work.
• Product/Process Excellence
– Involves the process for continuous improvement.
Elements of TQM ..(2)
• Continuous Improvement
– A concept that recognizes that quality improvement is a
journey with no end and that there is a need for continually
looking for new approaches for improving quality.
• Customer Focus on “Fitness for Use”
– Design quality
• Specific characteristics of a product that determine its
value in the marketplace.
– Conformance quality
• The degree to which a product meets its design
specifications.
Manfaat TQM
P
E
R
B
A
I
K
A
N
M
U
T
U
Memperbaiki
Posisi
persaingan
Harga yg
Lebih tinggi
Meningkatkan
Pangsa pasar
Meningkatkan
penghasilan
Meningkatkan
Keluaran yg
Bebas dari
kerusakan
Mengurangi
Biaya operasi
Meningkatkan
Laba
Langkah-Langkah TQM
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Komitmen CEO/Pimpinan
Diklat untuk Top Management
Membentuk Steering Committee
Menetapkan visi, misi dan prinsip-prinsip
Buat diagram alir proses-proses di perusahaan
Fokus pada konsumen eksternal dan lakukan survey
Anggap karyawan sebagai pelanggan internal
Buat program pelatihan mutu untuk karyawan
Bentuk Tim Perbaikan Mutu
Implementasi proses perbaikan
Gunakan alat – alat TQM
Perkembangan TQM
 Deming
 Bound
 Juran
 Crosby
 Gootsch & Davids
 Feigenbaum
 Ishikawa
 Malcolm Baldrige National Quality Award
 ISO 9000 dan 14000
Metode TQM
Metode W.E.Deming
 Siklus Deming
4 1
3 2
DEMING CYCLE
• The Deming cycle, or PDSA cycle, is a continuous
quality improvement model consisting of a logical
sequence of four repetitive steps for continuous
improvement and learning: Plan, Do, Study (Check)
and Act.
• The PDCA cycle is also known as the Deming Cycle, or
as the Deming Wheel or as the Continuous
Improvement Spiral.
JURAN’S TRILOGY
• an approach to cross-functional management,
which is composed of three managerial
processes: quality planning, quality control and
quality improvement. Without change, there
will be a constant waste, during change there
will be increased costs, but after the
improvement, margins will be higher and the
increased costs get recouped.
Metode Josep M. Juran
• Juran’s three basic steps to progress
– Mencapai perbaikan terstruktur atas dasar
kesinambungan
– Mengadakan program pelatihan secara luas
– Membentuk komitmen dan kepemimpinan pada
tingkat manajemen yang lebih tinggi
Metode Philip B. Crosby
Dalil Manajemen Mutu
• Definisi mutu adalah sama dengan persyaratan
• Sistem mutu adalah pencegahan
• Kerusakan nol ( zero defect ) merupakan standar
kinerja yang harus digunakan
• Ukuran mutu adalah price of nonconformance
Crosby’s quality vaccine
• Determinasi : Sikap manajemen untuk tidak
menerima proses, produk, jasa yg tidak
memenuhi persyaratan, seperti reject, scrap,
wrong shipment
• Pendidikan
• Pelaksanaan
Seven Tools for TQM
•
•
•
•
•
•
•
Scatter Diagrams: Plot data on a chart – no attempt is made to classify the
data or massage it
Pareto Charts: Organize data on a histogram based on frequency from most
prevalent to least. Help identify major causes or occurrences (80:20 rule)
Check Sheets: Easy way to count frequency of occurrence by front line
workers
Histograms: Categorize data is cells and plot (see if any patterns emerge)
Run Charts: Plot data as a function of time
Cause and effects Charts: fishbone diagrams are used to identify the root
causes of a problem
Control Charts: are statistical tools used to determine if the variation in results
is caused by common or special events
Implementing TQM
• Successful Implementation of TQM
–Requires total integration of TQM into day-to-day
operations.
• Causes of TQM Implementation Failures
–Lack of focus on strategic planning and core
competencies.
–Obsolete, outdated organizational cultures.
Obstacles to Implementing TQM
• Lack of a company-wide definition of quality.
• Lack of a formalized strategic plan for change.
• Lack of a customer focus.
• Poor inter-organizational communication.
• Lack of real employee empowerment.
• Lack of employee trust in senior management.
• View of the quality program as a quick fix.
• Drive for short-term financial results.
• Politics and turf issues.
STUDY CASE
IMPLEMENTING
TOTAL QUALITY MANAGEMENT
AT HONDA
Latar Belakang
Honda Motor Company, Ltd adalah perusahaan Publik
Jepang yang dikenal sebagai perusahaan manufaktur
penghasil Mobil dan Motor
Honda dikenal sebagai pembuat Motor sejak 1959 dan
juga dikenal sebagai penghasil terbesar mesin
combustion
Honda melampaui Nissan pada 2001 dan menjadi
nomor dua penghasil terbesar industri mobil di Jepang.
Honda saat ini adalah penghasil mobil nomor enam di
dunia.
Honda meraih nomor satu produksi mobil masal yang
terjual di USA (Amerika Serikat)
Informasi Perusahaan
Revenue: US$ 107.82 billion (2011)
Operating income: US$ 6.87 billion (2011)
Net income: US$ 6.44 billion (2011)
Total assets: US$ 139.61 billion (2011)
Total equity: US$ 53.69 billion (2011)
Employees:179,060 (2011)
Subsidiaries: Acura, Honda Aircraft Company
Jenis Produk
Automobiles,
Motorcycles
Scooters ,
ATVs,
Electrical Generators,
Water pumps,
Lawn and Garden Equipments ,
Tillers,
Outboard motors,
Robotics,
Jets,
Jet Engines,
Thin-film solar cells
Kebijakan Perusahaan
Honda works to ensure that the products and
services result in 3 joys:
Joy for people who buy them.
Joy for those who sell them and
Joy for people who produce them.
Quality Objective
Maintain an international viewpoint , we are
dedicated to supplying products of the highest
efficiency yet at a reasonable price for
worldwide customer satisfaction.
Honda’s Quality Cycle
Quality Enhancement System
TQM Methodology
To implement TQM, the CEO has
strengthened :
Customer focused viewpoint.
Increased efficiency.
Cost cutting efforts.
Delegation of authority.
Expediting daily operations.
New product development.
PDCA Cycle
Basic principle of TQM is to bridge the gap between
“Target” and “Status quo”.
PDCA cycle to bridge the gap :
Make initial plan.
Implement the plan.
Analyse the outcome.
Recognise new problems and improve the process
of operation.
Repeat process till target is achieved.
Implementing
Quality Management Education
In Japan, Honda offers a training curriculum divided into
four courses according to in-house qualifications and the
extent of individual workers' quality control responsibilities in
order to improve associates' quality assurance skills.
The Honda QC Basic Course (HBC), which was first offered
40 years ago, provides an example of how Honda is working
to train its personnel to be leaders in improving quality.
Implementing
Quality Management Education
In Japan, Honda offers a training
curriculum divided into four courses
according to in-house qualifications
and the extent of individual workers'
quality control responsibilities in
order to improve associates' quality
assurance skills.
The Honda QC Basic Course (HBC),
which was first offered 40 years ago,
provides an example of how Honda is
working to train its personnel to be
leaders in improving quality.
CASE SUMMARY....(1)
Honda operates a TQM system. Its philosophy is to push quality back to the
supplier, expecting the products to arrive defect free to Honda’s defined level.
But this won’t ever stop the company from checking.
“With the tolerances and the complexity of some of the components, we’ve
found that some suppliers are not always able to guarantee meeting our specs –
so we rely heavily on inspection. For the more critical components, particularly
safety critical components, we carry out 100% inspection”.
“Last season Honda recorded zero stoppages due to reliability of the chassis.
The TQM system clearly contributed significantly to this. Our aim now is to
maintain this record as we move forward – and the system and processes will
develop in order to facilitate this aim.”
CASE SUMMARY....(2)
There is nothing that stands out as their single secret to quality. The secret is - they do
everything -and they do it as a team
The Honda philosophy stresses to be on-the-spot in the plant and see the problem, touch
the part, and gain experience in the actual job, in order to effectively solve a problem.
Everyone is a member of a team. At 6:30 AM each day, every associate meets with his
team and team leader. The day’s work is discussed and feedback on the previous day’s
quality is given. Any problems, changes, or concerns are shared during this meeting.
Participation in the continuous improvement process is also structured through Quality
Circles. NH Circles (NH stands for “Now Honda, New Honda, Next Honda”) are similar to
quality circles in many other companies. However, at Honda they are one component of a
total involvement process which they call of VIP (Voluntary Involvement Program).
VIP includes a suggestion system, quality awards, and safety awards.
CASE SUMMARY....(3)
The NH Circle program, suggestion system, quality awards, and safety awards are all
tied together with a point system. Every associate earns points by participating in any
of these improvement processes. Awards include award certificates, gift certificates,
Department Manager's Award, Plant Manager's Award, and President’s Award. These
also result in points accumulating over your career, and these points can earn a Honda
Civic (that’s for 2,500 points)
Performance analysis and feedback is an important part of any total performance
management system. In each of the open office areas and in each of the many
conference rooms, all of the walls are literally covered with charts and graphs
representing different quality and productivity performance variables, along with the
charts on the wall are lists of causes or solutions to problems.
At Honda, it is assumed the production associates are intelligent, skilled, and
dedicated. They can, therefore, be trusted to manage the quality process. Every
associate is a quality control inspector.
THANK YOU