QUALITY IMPROVEMENT

Asked to complete the lecture program S1

Program Management Studies

Faculty of Economics and Business, University of Pasundan

Arranged by:

Lastri Amalia154010152
Rita Anggraeni154010154

STUDY PROGRAM MANAGEMENT

ECONOMICS AND BUSINESS FACULTY

Pasundan University

BANDUNG

2018

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 CHAPTER I

1.1 Background

In the midst of the global era marked by increasingly keen level of

competition and changes in the business environment that moves fast, pragmatic
and tend to be unpredictable, requires each organization to improve its
competitiveness. In addition the customer demands has become strong against the
products and services of quality, along with the many alternatives available goods
and services and increasing knowledge and social status community. Sector
services are now developing rapidly is health services, amid increasing public
awareness on the meaning the word "healthy" as part of their investment in the
future. Organizations engaged in the field of health are scientifically almost
having almost the same work procedure. This means that technically the patient
care in a variety of conditions almost standardized with the same procedure.
Hence improving quality of service is no longer solely on technical quality, which
is part of the "way to life" of health care, but lead on how to manage the health
service with competitiveness in the eyes of his services to fulfill her wish
(Quality). Competition is fierce in today’s business environment and product
quality is becoming increasingly recognized as the prime consideration in many
purchasing decision. The motivation for quality improvement is provided here by
the need to stay competition and the change agent is the customer whose
awareness of quality has been enhanced. As a result of such pressures, suppliers of
goods have, in turn, themselves become demanding customers and sought
improved levels of quality conformance from their own suppliers.

1.2 Definition of Quality Improvement

The process of quality improvement is to identify indicators of quality in

service, the indicator monitoring and measuring the results of the quality
indicators that would lead to the outcome, and always focused in order to improve
the process, so that the level of quality of the results achieved will increase. Of
course, the quality improvement effort performed by first starting from quality

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assurance, then leads to the proactive quality improvement. It is important that it
becomes a record is a low quality can still be increased if we are willing to do to
the quality.

1.3 Advantages Perform Quality Improvement

Advantages of quality improvement: Presenting features that can satisfy the

needs and desires of customers:

a. Improve customer satisfaction

b. Products value

c. Survive in the competition

d. Enlarge market share

e. Bring in sales

f. Allowing it to maintain a premium price

g. reduce the risk

h. Its main effect on revenue

Advantages of quality improvement: Non errors in the process:

a. Reducing the frequency of occurrence of errors

b. Reduce rework and waste (Waste of Transportation)

c. Reduce the possibility of errors in the field and warranty costs

d. Reduce the number of customer dissatisfaction

e. Reduce the need for inspections and tests

f. Shortening the time between the release of products (more often

launch new products on the market)

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 g. Improving yields and capacity

h. Improve delivery performance

1.4 Quality improvement methods

There are many methods for quality improvement. These products include
repair, refurbishment and repair process is the ability of employees. The following
list of quality management methods and techniques that incorporate and drive
quality improvement:

1. ISO 9004: 2008 - guidelines for performance improvement.

2. ISO 15504 -4: 2005 - information technology - process assessment -

Part 4: Guidance on use for process improvement and process
capability determination.

3. QFD - quality function deployment, also known as the home of

quality approach.

4. Kaizen, Japanese for change for the better, common English term is
continuous improvement.

5. Zero Defect Program - created by NEC Corporation of Japan, based

on statistical process control and one of the inputs for the inventors
of Six Sigma.

6. Six Sigma - 6σ, Six Sigma combines established methods such as

statistical process control, design of experiments and failure mode
and effects analysis (FMEA) within an overall framework.

7. PDCA - plan, do, check, act cycle for quality control purposes. (Six
Sigma DMAIC method (define, measure, analyze, improve, control)
can be seen as a particular implementation of this.)

8. Quality circle - a group (people oriented) approach to improvement.

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 9. Taguchi methods - statistical oriented methods including quality
robustness, quality loss function, and target specifications.

10. Toyota Production System - again in the west into lean

manufacturing.

11. Kansei Engineering - an approach that focuses on capturing

customer emotional feedback about products to drive improvement.

12. TQM - Total Quality Management is a management strategy aimed

at instilling awareness of quality in all organizational processes. First
promoted in Japan with the Deming prize which was adopted and
adapted in the United States National Quality Award Malcolm as
Baldrige and in Europe as the European Foundation for Quality
Management award (each with their own variations).

13. TRIZ - meaning "theory of inventive problem solving"

14. BPR - business process reengineering, a management approach

aimed at improved 'clean slate' on (That is, ignoring existing
practices).

15. OQM - object oriented Quality Management, a model for quality

management.

Proponents of each approach have been trying to improve them and

implement them for the benefit of small, medium and large. is a simple one
process approach, which is the basis for the standard ISO 9001: 2008 Quality
Management System, which is driven from the 'eight principles management
Quality', the approach to be one of them. Thareja write about and the benefits of
the mechanism: "The process (ability) may limited in words, but not in its
application meets the criteria:. Meanwhile paced gains in terms of competence
coupled with the participants; the organization seeks a new direction for the
success of a business, brand image of both the individual and the organization, in
turn, will go up. The competencies hitherto rated as a smaller,

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 Some common differentiators between success and failure which includes
the commitment, knowledge and expertise to guide improvement, scope of change
/ improvement desired (Big Bang type changes tend to fail more often than with a
smaller change), and adaptation to corporate culture. For example, quality circles
do not work well in any company (and even encouraged by some managers), and
the companies that participate TQM-relatively few have won national quality
awards.

There are also publicized failure of BPR, and Six Sigma. Therefore,
companies need to calculate carefully which quality improvement methods to
adopt, and certainly should not adopt all of which are listed here.

It is important not to underestimate the human factor, such as culture, in

selecting a quality improvement approach. Any improvement (change) takes time
to implement, gain acceptance and stabilize as di terima. Peningkatan practice
must allow pauses between implementing new changes so that changes are stable
and rated as a real increase, before further repairs were made (so that continuous
improvement, not improvement CONSEQUENTIAL constantly).

Improvements that cultural change takes much longer because they have to
overcome greater barriers to change. It is convenient and often more effective to
work within the confines of the existing culture and perform minor repairs (is
Kaizen) rather than make major transformational change. Use of Kaizen in Japan
was the main reason for creating economic and industrial power of Japan.

On the other hand, transformational change works best when companies are
facing a crisis and need to make major changes to survive. In Japan, the land of
Kaizen, Carlos Ghosn led a transformational change at Nissan Motor Company
who are in financial crisis and operations. Well organized quality improvement
programs take all these factors when selecting quality improvement methods.

1.5 Step-by-Step Quality Improvement

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 Step-by-step quality improvement using PDCA concept. The concept of
PDCA is the steps that are often used in the analysis and solution of quality
problems, as follows:

 P: Plan the solution (s) (planning solution to the problem)

Problem solving plan focuses on actions to eliminate the root cause of the
problem. The elements that must be present in the planning process quality
management system is the goal (objectives), customers (customer), outcomes
(outputs), processes (processes), inputs (inputs), suppliers (suppliers), and
measurements for feedback and feed forward (measurement for feedback and feed
forward). In English acronyms can be shortened to: SIPOCOM-Suppliers, Inputs,
Processes, Outputs, Customer, Objectives, and Measurements. To formulate
quality objectives in the program should follow the principle of programming
SMART Objectives:

a) Specific: Goals must be specific programs which explicitly stated. Quality

improvement team should avoid statements that are general purpose and
non-specific.

b) Measurable: The program's objectives must be measured using the

appropriate measurement indicators evaluating success An overview over,
and corrective action in future. Measurements should be able to bring the
facts expressed quantitatively using figures.

c) Achievable: The program's objectives must be achieved through the efforts

of a challenging

d) Result oriented: The purpose of the program should focus on outcomes such
as achievement of quality targets set

e) Time related: Goals should set a deadline of achieving the goals that should
be achieved on time

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 D: Do or implement the solution (s) (carry out or implement the plan
solution to the problem)

Implementation of the plan solutions to problems follows a list of quality

improvement action plan. In the implementation phase of this much-needed
commitment of management and employees as well as the total participation to
jointly eliminate the root cause of quality problems that have been identified.
Recording of data quality should also be carried out during the implementation
phase as well as the identification of the cause in case of irregularities in the
implementation phase.

 C: Check the solution (s) results (examine the results of the solution to the
problem)

After implementing quality improvement for a certain time interval,

necessary to study and evaluation based on data collected during the
implementation phase to determine whether the types of problems that exist have
been lost or reduced. Analysis of the findings during the implementation phase
will provide additional information for decision makers and quality improvement
planning next. In this phase of study and evaluation, it can compare the results
before and after the increase in quality.

 A: Act to standardize the solution (s) (act to standardize the solution to the
problem)

Satisfactory results of quality improvement measures or solutions to

problems must be standardized and thus achieve continuous improvement on
other types of issues. Standardization is intended to prevent the same problems
reoccur.

1.6 7 Quality Improvement Tools

Quality management is often referred to as the problem solving, so that

quality management can use the methodology in problem solving for mengadakan

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repair (Ridman and Zachary, 1993). There are various tools to perform quality
improvement that can be used in the organization, among others:

1. Flow Charts

Graphically illustrates the sequence of activities to accomplish the task. And

must reflect the actual process is not what the owner wants it to be. By producing
flow charts, process owners can understand the process and working relationships
between people and organizations will be clarified. Furthermore, flow charts will
show duplicated effort and value-added. So the process owner can identify the
steps specific targets in the framework of continuous improvement.

2. Cause and Effect Diagrams

This diagram shows an understanding of the problem-solving team and

actively generates discoveries about the causes of the problem, as well as provides
guidance for data collection

3. check Sheets

The purpose of making sheets of checks is to ensure that data are collected
carefully and accurately by operational employees to held control of the process
and problem resolution. Data in the check sheet will be used and analyzed quickly
and easily.

4. Histograms

Histogram explains variations in the process, but has yet to sort the ranking
of the largest variations up to the smallest. The histogram also shows the ability of
the process, and if possible, a histogram can show the relationship with the
specification process and figures-the nominal rate, for example flat-Avg. In the
histogram, the vertical line indicates the number of observations for each-each
class

5. Pareto Diagrams

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 The Pareto chart is a graphic that sort classification of data from left to right
in order of highest to lowest rank. It can help find the most important issues to be
resolved (the highest ranking) to which does not have to be resolved (the lowest
rank).

In addition, the Pareto diagram can also be used to compare the conditions
of the process, for example mismatch process, before and after the remedial action
taken against the

6. Scatter Diagrams

Scatter diagram is the simplest way to determine the cause and effect relationship
between the two variables.

7. Control Charts

Control chart was invented by Walter A. Shewhart in 1920. These tools

consist of a line graph quality comes with a maximum limit and a minimum rate
that provides a control area. The maximum limit is often called control upper limit
and the minimum limit is often called the lower control limit, while the middle
line shows an estimate of the process mean. Because these values are within the
control area, the process can be expressed as a process control. Values outside of
the control indicate that the process is no longer stable due to variation of several
causes. Thus, these processes require appropriate corrective action to eliminate the
sources of variation.

Control charts also show the process of change over time. If the change is
good, the cause must be identified and may be new processes. Conversely, if the
change was bad, the cause must be identified and then eliminated.

Analysis

Implementation of quality improvement is done by applying the Kaizen

Program Teian, which is not only useful for companies Manufacture, but already
provided benefits in many non-manufacturing companies. For example, widely

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applied in Japanese companies such as Toyota Astra. Kaizen is Quality
improvement methods that implementation would be different depending on the
type of industry. Usually this is widely carried out internally between the
department in a company even contested annually For motivating spirit of
improvement TSB.

There are 5 elements measured in Kaizen program Teian:

1. Teamwork

2. Personal discipline

3. Improved morale

4. Quality circles

5. Suggestion for improvement.

The aim of the program is to inspire employees to actively give proposals to

the management to improve the quality = improve and not fix = repair /
maintenance. things are considered:

- Less good (quality)

- Inhibits the smooth working (delivery, man power consumption)

- Contains potential hazards (safety)

- Not economically (cost)

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 Conclusion

Quality Improvement is a methodology of quality data collection and analysis, as

well as defines and interprets the measurements which explain about the process
in an industrial system, to improve product quality, to meet the needs and
expectations of customers. Improved process quality (Quality Improvement) is to
identify indicator of quality in service, the indicator of monitoring and measuring
the results of the indicators of quality which is lead to the outcome, and always
focused in order to improve the process, so that the level of quality of the results
will increase.

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