Pengantar Manajemen Kualitas

Tujuan Pembelajaran
1.Memberikan pengetahuan dan pemahaman tentang Manajemen Kualitas agar dapat menggunakan dan
mengaplikasikan dalam merancang dan memperbaiki sistem industri.
2.Memberikan kemampuan mengiden�fikasi, memformulasikan, dan mencari solusi masalah-masalah
kualitas.
3.Membekali sikap dan perilaku e�kal dan profesional dalam menangani kualitas.

Referensi
• Dale, Barrie G., 1994, Managing Quality
• Goetsch, David L., 2010, Quality Management for Organizational Excellent
• Evans, James R., and William M. Lindsay, 1993, The Management and Control of Quality
• Juran, J.M., and Frank M. Gryna, 1993, Quality Planning and Analysis
• Moen, Ronald D., Thomas W. Nolan, and Lloyd P. Provost, 1991, Improving Quality through
Planned Experimentation
• Clements, Richard Barret, 1993, Quality Manager’s Complete Guide to ISO 9000
• Peace, Glen Stuart, 1993, Taguchi Methods
• Ross, Phillip j., 1989, Taguchi Techniques for Quality Engineering
• Taguchi, Genichi, Elsayed A. Elsayed, and Thomas Hsiang, 1989, Quality Engineering in
Production System
• Beberapa web, artikel dan makalah, baik elektronik dan media cetak, berhubungan dengan
Manajemen Kualitas

Ann Landers :
They are really only three type of people,
- Who say, “what happened?”
- Who watch things happen
- Who make things happen

• Definitions of Quality
• Quality and Global Competitiveness
• The Evolution of Quality
• Inspection, quality control, statistical quality control, statistical process control, total
quality management
• Processes, variation, specification and tolerance limits

Definisi Kualitas dari Para Guru

What is Quality?
 FEDEX - “Performance to the standard expected by the customer”
 General Services Administra�on - “Mee�ng the customer’s need the first �me and every �me”
 BOEING - “Providing customers with products and services that consistently meet their needs
and expecta�ons.
 US Department of Defense - “Doing the right thing right the first �me, always striving for
improvement, and always sa�sfying the customer”.
 Quality can be defined in terms of the agent. Who is the judge of quality?
 Quality involves mee�ng or exceeding customer expecta�ons.
 Quality applies to products, services, people, processes, and environments.
 Quality is an ever-changing state (i.e., what is considered quality today may not be good enough
to be considered quality tomorrow).

Quality is a dynamic state associated with products, services, people, processes and environments that
meets or exceeds expectations.

Quality and Global Compe��veness

Hubungan antara kualitas dan daya saing dapat diringkas sebagai berikut:
Dalam pasar global modern, kualitas adalah kunci daya saing
 UNDANG-UNDANG NOMOR 20 TAHUN 2014
- STANDARDISASI DAN PENILAIAN KESESUAIAN -

Sucofindo
TUJUAN STANDARDISASI DAN PENILAIAN KESESUAIAN
a) meningkatkan jaminan mutu, efisiensi produksi, daya saing nasional, persaingan usaha yang
sehat dan transparan dalam perdagangan, kepas�an usaha, dan kemampuan pelaku usaha,
serta kemampuan inovasi teknologi;
b) meningkatkan perlindungan kepada konsumen, pelaku usaha, tenaga kerja, dan masyarakat
lainnya, serta negara, baik dari aspek keselamatan, keamanan, kesehatan, maupun pelestarian
fungsi lingkungan hidup; dan
c) meningkatkan kepas�an, kelancaran, dan efisiensi transaksi perdagangan barang dan/atau jasa
di dalam negeri dan luar negeri
(UU 20 tahun 2014: pasal 3)

Contoh standar SNI

SNI produk :
- TPH : bakpia, yangko, geplak, sale pisang,
keripik sukun, rempeyek kacang dsb.
- Nak : bakso, abon, susu pasturisasi, dsb.
SNI sistem :
- SNI HACCP : 01-4852:1999
- SNI Pangan Organik : 01-6729:2002
- SNI Manajemen Laboratorium Penguji/Kalibrasi :
01-17025:2005
- SNI Sistem Manajemen Mutu : 19-9000:2000
- SNI Lembaga Inspeksi : 19-17020:1999

Standar Mutu
contoh: Bakpia kacang hijau
(SNI 01-4291-1996)
• Keadaan (warna, bau, rasa)
• Air (maks 30 %)
• Jumlah gula/sakarosa (min 25 %)
• Lemak (maks 10 %)
• Protein (min 8 %)
• BTM (pemanis buatan �dak boleh ada)
• BTM (pengawet sesuai Permenkes RI)
• Cemaran logam (Timbal=Pb, Tembaga=Cu, Seng=Zn, Raksa=Hg)
• Arsen (maks 0,5 mg/kg)
• Cemaran mikroba (angka lempeng total, kapang maks … koloni/g, E.coli nega�f)
Quality and Competitive Advantage
• Beter price
– The beter customers judge the quality of a product, the more they will pay for it
• Lower produc�on cost
– It is cheaper to do a job right the first �me than do it over
• Faster response
– A company with quality processes for handling orders, producing products, and
delivering them can provide fast response to customer requests
• Reduced Inventory
– When the produc�on line runs smoothly with predictable results, inventory levels can
be reduced
• Improved compe��ve posi�on in the marketplace
– A customer who is satisfied with quality will tell 8 people about it; a dissatisfied customer
will tell 22 people about it

Customer-Driven Definitions of Quality

• Conformance to specifica�ons
– Conformance to adver�sed level of performance
• Value
– How well the purpose is served at a par�cular price.
• Fitness for use
– Mechanical feature of a product, convenience of a service, appearance, style, durability,
reliability, cra�smanship, serviceability
• Performance
– The ability to sa�sfy the stated or implied need, operate without deficiencies and faults
• Support
– Financial statements, warranty claims, adver�sing
• Psychological Impressions
– Atmosphere, image, aesthe�cs
– “Thanks for shopping at Wal-Mart”
Dimensi Kualitas Produk

Karakteris�k Kualitas Sepatu

The Evolution of Quality

The Evolution of Quality
• Interchangeable parts (Eli Whitney, 1798)
– Standardized produc�on
• Inspec�on
– Measuring, examining, tes�ng, or gauginf of one or more characteris�cs of a product or
service
– Determining if the product or service conforms to the established standards
• Quality Control
– Establishing standards
– Ensuring conformance to the standards
– Corrective measures
– Preventive measures
• Statistical Quality Control
– Shewart control chart uses the concepts of statistics to detect systematic problems that
must be fixed in order to prevent the production of a large number of defective items
– Acceptance sampling eliminates the need for 100% inspection
• Statistical Process Control (SPC)
– The costs are low if the problems are detected early
– If a large number of defective products are produced, the scrap or rework costs can be
high.
– Prevention of defects by applying statistical methods to control the process is known as
SPC
– Prevention refers to those activities designed to prevent defects, defectives, and
nonconformance in products and services
 • Total Quality Management (TQM)
– A management approach that places emphasis on continuous process or system
improvement
– Based on the participation of all members of an organization to continuously improve
the processes
– Utilizes the strengths and expertise of all the employees as well as the statistical
problem-solving and charting methods of SPC

TQM Wheel

The Total Quality Approach

 Total quality is an approach to doing business that atempts to maximize the compe��veness of
an organiza�on through the con�nual improvement of the quality of its products, services,
people, processes and environments.
  Characteris�cs of the Total Quality:
o Strategically based
o Customer focus (internal and external)
o Obsession with quality
o Scien�fic approach to decision making and problem solving
o Long-term commitment
o Teamwork
o Con�nual process improvement
o Educa�on and training
o Freedom through control
o Unity of purpose
o Employee involvement and empowerment
Two Views of Quality
Tradi�onal View Total Quality View
• Process performance = defec�ve parts • Process performance = defec�ve parts per
per hundred produced. million produced.
• Focused on a�er-the-fact inspec�ons of • Con�nuous improvement of products,
products. processes and people.
• Employees are passive workers who • Employees are empowered to think and
followed orders. make recommenda�ons.
• One improvement per year per employee • At least 10 improvements per employee
• Focus on short term rofits per year
• Focus on long term profits and con�nual
improvement.
Productivity versus quality
Produc�vity and quality are always in conflict. You Las�ng produc�vity gains are made only as a result
cannot have both. of quality improvements.
How quality is defined
Mee�ng customer specifica�ons. Sa�sfying customer needs and exceeding customer
expecta�ons.
How quality is measured
Establishing an acceptable level of Establishing high-performance bench marks for
nonconformance and measuring against the bench customer sa�sfac�on and then con�nually
mark. improving performance.
How quality is achieved
Quality is inspected into the product. Quality is determined by product design and
achieved by effec�ve control techniques.
Attitude towards defects
Defects are an expected part of producing a Defects are to be prevented using effec�ve control
product. systems.
Quality as a function
Quality is a separate func�on. Quality should be fully integrated throughout the
organiza�on, i.e. it should be every body’s
responsibility.
Responsibility for quality
Employees are blamed for quality. 80% quality problems are management’s fault.
Supplier relationships
Supplier rela�onships are short term and cost Supplier rela�onships are long term and quality
driven. oriented.
The Future of Quality Management
Future Trends
 Demanding global customers.
 Shi�ing customer expecta�ons.
 Opposing economic pressures.
 New approaches to management.

Quality Management Characteris�cs for the Future

 A total commitment to con�nually increasing value for customers, investors, and employees.
 A firm understanding that quality is defined by customers, not the company.
 A commitment to leading people with a bias for con�nuous improvement and communica�on.
 A recogni�on that sustained growth requires the simultaneous achievement of four objec�ves
all the �me, forever: (a) customer sa�sfac�on, (b) cost leaderships, (c) effec�ve human
resources, and (d) integra�on with the supplier base.
 A commitment to fundamental improvement through knowledge, skills, problem solving and
teamwork.